Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698942361654.pdf (South Africa)
DEPARTMENT OF CORRECTIONAL SERVICES 2022/2023 ANNUAL REPORT DEPARTMENT OF CORRECTIONAL SERVICES VOTE NO.

22 ANNUAL REPORT 2022/23 FINANCIAL YEAR 1 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 CONTENTS LIST OF TABLES LIST OF FIGURES PART A GENERAL INFORMATION 1.1 DEPARTMENT GENERAL INFORMATION 1.2 LIST OF ABBREVIATIONS/ACRONYMS 1.3 FOREWORD BY THE MINISTER 1.4 STATEMENT BY THE DEPUTY MINISTER 1.5 REPORT OF THE ACCOUNTING OFFICER 1.5.1 Overview of the operations of the Department 1.5.2 Significant events and projects 1.5.3 Overview of the financial results of the Department 1.6 STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT 1.7 STRATEGIC OVERVIEW 1.7.1 Vision 1.7.2 Mission 1.7.3 Values 1.8 LEGISLATIVE AND OTHER MANDATES 1.9 ORGANISATIONAL STRUCTURE 4 8 9 10 11 13 19 23 24 34 44 50 51 51 51 51 52 57 PART B PERFORMANCE INFORMATION 59 2.1 AUDITOR GENERAL’S REPORT: PREDETERMINED OBJECTIVES 60 2.2 OVERVIEW OF DEPARTMENTAL PERFORMANCE 60 2.2.1 Service Delivery Environment 2.2.2 Service Delivery Improvement Plan (SDIP) 2.2.3 Organisational environment 60 80 84 2.2.4 Key policy developments and legislative changes 2.2.5 Institutional policies and strategies 2.2.6 Court rulings for 2022/23 91 91 96 2.3 2.4 2.5 PROGRESS TOWARDS ACHIEVEMENT OF NDP AND MTSF OUTCOMES PROGRESS TOWARDS ACHIEVEMENT OF THE IMPACT AND OUTCOME PERFORMANCE INFORMATION BY PROGRAMME 2.5.1 PROGRAMME 1: ADMINISTRATION 2.5.2 PROGRAMME 2: INCARCERATION 2.5.3 PROGRAMME 3: REHABILITATION 2.5.4 PROGRAMME 4: CARE 2.5.5 PROGRAMME 5: SOCIAL REINTEGRATION 2.6 TRANSFER PAYMENTS 2.7 CONDITIONAL GRANTS 2.8 DONOR FUNDS 2.9 CAPITAL INVESTMENT 97 104 113 113 118 123 127 130 133 133 133 134 PART C GOVERNANCE 145 3.1 INTRODUCTION 3.2 RISK MANAGEMENT 3.3 FRAUD AND CORRUPTION 3.4 MINIMISING CONFLICT OF INTEREST 3.5 CODE OF CONDUCT 3.6 HEALTH, SAFETY AND ENVIRONMENTAL ISSUES 3.7 PORTFOLIO COMMITTEES FOR 2022/23 3.8 COMMITTEE ON PUBLIC ACCOUNTS (SCOPA) RESOLUTIONS FOR 2022/23 3.9 PRIOR MODIFICATIONS TO AUDIT REPORTS 3.10 INTERNAL CONTROL UNIT 146 146 147 147 148 148 150 151 151 152 3.11 INTERNAL AUDIT AND AUDIT COMMITTEES 152 3.12 AUDIT COMMITTEE REPORT 3.13 B-BBEE COMPLIANCE PERFORMANCE INFORMATION (CFO) 154 157 2 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 PART D HUMAN RESOURCE MANAGEMENT 4.1 INTRODUCTION PART F FINANCIAL INFORMATION 199 159 160 6.1 REPORT OF THE AUDITOR GENERAL SOUTH AFRICA 4.2 HUMAN RESOURCES OVERSIGHT STATISTICS 165 Appropriation Statement Notes to the Appropriation Statement Statement of Financial Performance Statement of Financial Position Statement of Changes in Net Assets Cash Flow Statement Accounting Policies Notes to the Annual Financial Statements Annexures to the Annual Financial Statements 4.2.1 Personnel related expenditure 4.2.2 Employment and Vacancies 4.2.3 Filling of SMS posts 4.2.4 Job Evaluation 4.2.5 Employment changes 4.2.6 Employment equity 4.2.7 Signing of performance agreements by SMS members 4.2.8 Performance rewards 4.2.9 Foreign workers 4.2.10 Leave utilisation 4.2.11 HIV/AIDS & health promotion programmes 4.2.12 Labour relations 4.2.13 Skills development 4.2.14 Injury on duty 4.2.15 Utilisation of consultants 4.2.16 Severance packages 165 167 168 169 170 173 176 177 178 179 181 184 187 188 188 189 PART E PFMA COMPLIANCE REPORT 191 5.1 IRREGULAR, FRUITLESS AND WASTEFUL, UNAUTHORISED EXPENDITURE AND MATERIAL LOSSES 5.1.1 Irregular expenditure 5.1.2 Fruitless and wasteful expenditure 5.1.3 Unauthorised expenditure 5.1.4 Additional disclosure relating to material losses in terms of PFMA Section 40(3)(b)(i) & (iii) 192 192 194 195 196 5.2 LATE AND/OR NON-PAYMENT OF SUPPLIERS 197 5.3 SUPPLY CHAIN MANAGEMENT 5.3.1 Procurement by other means 5.3.2 Contract variations and expansions 198 198 198 200 208 244 246 247 248 249 250 256 283 3 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 LIST OF TABLES Table 1.1: Departmental receipts Table 1.2: Programme Expenditure Table 1.3: Table 1.4: Table 1.5: Table 1.6: Table 2.1: Table 2.2: Table 2.3: Table 2.4: Table 2.5: Table 2.6: Table 2.7: Table 2.8 Table 2.9: Summary of irregular expenditure as at 31 March 2023 Summary of fruitless and wasteful expenditure as at 31 March 2023 Gifts and donations received in kind from non-related parties Gifts and donations provided by the Department Total number of inmates as at 31 March 2023 per Region Inmate population trend from 2020/21 to 2022/23 financial years Number of sentenced offenders per age group as at 31 March 2023 Number of children in correctional facilities as at 31 March 2023 per Region Regional distribution of Remand Detainees by gender as at 31 March 2023 Average Remand Detainee Population from March 2019 to March 2023 Average number of community corrections caseload per year Healthcare Professionals within the Department State Patients within correctional facilities as at 31 March 2023 Table 2.10: Main services and standards Table 2.11: Batho Pele arrangements with beneficiaries Table 2.12: Service delivery information tool Table 2.13: Complaints mechanism Table 2.14: Contribution towards achievement of NDP and MTSF Outcomes 44 44 46 47 49 49 66 67 68 68 69 70 77 78 79 80 80 82 83 98 Table 2.15: Progress made towards achievement of impact 104 4 Table 2.16: Progress made towards achievement of Strategic Outcomes Table 2.17: Administration Sub-programmes Table 2.18: Table 2.19: Table 2.20: Table 2.21: Table 2.22: Table 2.23: Table 2.24: Table 2.25 Table 2.26: Table 2.27: Table 2.28: Table 2.29: Table 2.30: Table 2.31: Table 2.32: Programme 1: Administration: Outcomes, Outputs, Output Indicators, Targets and Actual Achievements Programme Expenditure: Programme 1: Administration Programme 2: Incarceration Sub- programmes Programme 2: Incarceration: Outcomes, Outputs, Output Indicators, Targets and Actual Achievements Programme Expenditure: Programme 2: Incarceration Programme 3: Rehabilitation Sub-programmes Programme 3: Rehabilitation: Outcomes, Outputs, Output Indicators, Targets and Actual Achievements Programme Expenditure: Programme 3: Rehabilitation Programme 4: Care: Sub- programmes Programme 4: Care: Outcomes, Outputs, Output Indicators, Targets and Actual Achievements Programme Expenditure: Programme 4: Care Programme 5: Social Reintegration: Sub-programmes Programme 5: Social Reintegration: Outcomes, Outputs, Output Indicators, Targets and Actual Achievements Programme Expenditure: Programme 5: Social Reintegration Transfer payments to all organisations other than public entities for the period from 1 April 2022 to 31 March 2023 107 113 114 117 118 119 122 123 124 126 127 128 129 130 131 133 133 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 2.33: Table 2.34: Table 2.35: Table 2.36: Table 2.37: Table 2.38: Table 2.39: Table 2.40: Table 2.41: Transfer payments which were budgeted for in the period from 1 April 2022 to 31 March 2023 Summary of Capital Expenditure for 2022/23 Progress on infrastructure projects for the 2022/23 financial year Infrastructure projects currently in progress and expected completion dates Management Areas and Correctional Centres as at 31 March 2023 Correctional Centres closed or partially closed Conditions assessment of correctional facilities Condition rating of correctional facilities Expenditure and status in relation to projects which were assigned to the Department of Public Works and Infrastructure Table 2.42: Capital investments maintenance and asset management plan Table 3.1: SMS Financial Disclosures Table 3.2: Table 3.3: Table 3.4: OHS Findings and Recommendations Summary of Portfolio Committee meetings Matters raised by Portfolio Committee and addressed by the Department Table 3.5: SCOPA resolutions Table 3.6: Audit qualifications Table 3.7: Table 3.8: Table 4.2.1.1 Table 4.2.1.2 Members of the Audit Committee Compliance to the BBBEE requirements of the BBBEE Act of 2013 Personnel expenditure by programme for the period 1 April 2022 to 31 March 2023 Personnel costs by salary band for the period 1 April 2022 to 31 March 2023 135 136 138 139 140 140 140 141 144 148 149 150 151 151 152 153 157 165 133 Table 4.2.1.3 Table 4.2.1.4 Salaries, Overtime, Home Owners’ Allowances and Medical Aid by programme for the period 1 April 2022 to 31 March 2023 Salaries, Overtime, Home Owners Allowances and Medical Aid by salary band for the period 1 April 2022 to 31 March 2023 Table 4.2.2.1 Employment and vacancies by programme as on 31 March 2023 Table 4.2.2.2 Employment and vacancies by salary band as on 31 March 2023 Table 4.2.2.3 Employment and vacancies by critical occupations as on 31 March 2023 Table 4.2.3.1 SMS post information as on 31 March 2023 Table 4.2.3.2 SMS post information as on 30
 September 2022 Table 4.2.3.3 Table 4.2.3.4 Table 4.2.3.5 Table 4.2.4.1 Table 4.2.4.2 Table 4.2.4.3 Advertising and filling of SMS posts for the period 01 April 2022 to 31 March 2023 Reasons for not having complied with the filling of funded vacant SMS positions -advertised within 6 months and filled within 12 months after becoming vacant for the period 01 April 2022 to 31 March 2023 Disciplinary steps taken for not complying with the prescribed timeframes for filling SMS posts within 12 months for the period 01 April 2022 to 31 March 2023 Job Evaluation by Salary band for the period 01 April 2022 to 31 March 2023 Profile of employees whose positions were upgraded due to their posts being upgraded for the period 01 April 2022 to 31 March 2023 Employees with salary levels higher than those determined by job evaluation by occupation for the period 01 April 2022 to 31 March 2023 Profile of employees who have salary levels higher than those determined by job evaluation for the period 01 April 2022 to 31 March 2023 165 Table 4.2.4.4 166 166 167 167 167 168 168 168 168 169 169 170 170 170 5 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 170 Table 4.2.8.2 Performance rewards by salary band for personnel below Senior Management Service for the period 01 April 2022 to 31 March 2023 Performance rewards by critical occupation for the period 01 April 2022 to 31 March 2023 Performance related rewards (cash bonus), by salary band for SMS for the period 01 April 2022 to 31 March 2023 Foreign workers by salary band for the period 01 April 2022 and 31 March 2023 Foreign workers by major occupation for the period 01 April 2022 and 31 March 2023 177 178 178 178 179 Table 4.2.8.3 Table 4.2.8.4 Table 4.2.9.1 Table 4.2.9.2 Table 4.2.10.1 Sick leave for the period 01 179 January 2022 to 31 December 2022 Table 4.2.10.2 Disability leave (temporary and 180 permanent) for the period 01 January 2022 to 31 December 2022 Table 4.2.10.3 Annual leave for the period 01 January 2022 to 31 December 2022 Table 4.2.10.4 Capped leave for the period 01 January 2022 to 31 December 2022 180 180 Table 4.2.10.5 Leave pay-outs for the period 01 181 April 2022 to 31 March 2023 Table 4.2.11.1 Steps taken to reduce the risk of 181 occupational exposure Table 4.2.11.2 Details of health promotion and HIV/AIDS programmes (tick the applicable boxes and provide the required information) 181 Table 4.2.12.1 Collective agreements for the 184 period 01 April 2022 to 31 March 2023 Table 4.2.12.2 Misconduct and disciplinary 184 hearings finalised for the period 01 April 2022 to 31 March 2023 Table 4.2.12.3 Types of misconduct addressed 185 at disciplinary hearings for the period 01 April 2022 to 31 March 2023 Table 4.2.5.1 Table 4.2.5.2 Table 4.2.5.3 Table 4.2.5.4 Table 4.2.5.5 Table 4.2.6.1 Table 4.2.6.2 Annual turnover rates by salary band for the period 01 April 2022 to 31 March 2023 Annual turnover rates by critical occupation for the period 01 April 2022 to 31 March 2023 Reasons why staff left the department for the period 01 April 2022 to 31 March 2023 Promotions by critical occupation for the period 01 April 2022 to 31 March 2023 Promotions by salary band for
 the period 01 April 2022 to 31 March 2023 Total number of employees (including employees with disabilities) in each of the following occupational categories as on 31 March 2023 Total number of employees (including employees with disabilities) in each of the following occupational bands as on 31 March 2023 Table 4.2.6.3 Recruitment for the period 01 April 2022 to 31 March 2023 Table 4.2.6.4 Promotions for the period 01 April 2022 to 31 March 2023 Table 4.2.6.5 Terminations for the period 01 April 2022 to 31 March 2023 Table 4.2.6.6 Disciplinary action for the period 01 April 2022 to 31 March 2023 Table 4.2.6.7 Skills development for the period 01 April 2022 to 31 March 2023 Table 4.2.7.1 Table 4.2.7.2 Table 4.2.7.3 Table 4.2.8.1 Signing of performance agreements by SMS members as on 31 May 2022 Reasons for not having concluded performance agreements for all SMS members as on 31 May 2022 Disciplinary steps taken against SMS members for not having concluded performance agreements as on 31 May 2022 Performance rewards by race, gender and disability for the period 01 April 2022 to 31 March 2023 6 171 171 172 172 173 173 174 174 175 175 176 176 176 176 177 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 4.2.12.4 Grievances logged for the period 186 Table 5.1.1.6 01 April 2022 to 31 March 2023 Table 4.2.12.5 Disputes logged with councils 186 Table 5.1.1.7 for the period 01 April 2022 to 31 March 2023 Table 5.1.1.8 Table 4.2.12.6 Strike actions for the period 01 186 April 2022 to 31 March 2023 186 Table 5.1.1.9 Table 4.2.12.7 Precautionary suspensions for the period 01 April 2022 to 31 March 2023 Table 4.2.13.1 Training needs identified for the period 01 April 2022 to 31 March 2023 Current and previous year irregular expenditure recovered Current and previous year irregular expenditure written off Non-compliance cases due to inter-institutional arrangements (not departmental) Departmental non-compliance cases due to inter institutional arrangement 193 193 193 193 187 Table 5.1.1.10 Current and previous year 194 Table 4.2.13.2 Training provided for the period 187 Table 5.1.2.1 01 April 2022 to 31 March 2023 Table 4.2.14.1 Injury on duty for the period 01 188 Table 5.1.2.2 Reconciling notes disciplinary or criminal steps taken for irregular expenditure Reconciliation of fruitless and wasteful expenditure Current and previous year fruitless and wasteful expenditure under assessment Current and previous year fruitless and wasteful expenditure recovered Current and previous year fruitless and wasteful expenditure not recovered and written off Current and previous year disciplinary or criminal steps taken as a result of fruitless and wasteful expenditure April 2022 to 31 March 2023 Table 4.2.15.1 Report on consultant appointments using appropriated funds for the period 01 April 2022 to 31 March 2023 188 Table 4.2.15.2 Analysis of consultant 188 appointments using appropriated funds, in terms of Historically Disadvantaged Individuals (HDIs) for the period 01 April 2022 to 31 March 2023 Table 5.1.2.3 Table 5.1.2.4 Table 5.1.2.5 Table 4.2.15.3 Report on consultant 189 Table 5.1.2.6 appointments using donor funds for the period 01 April 2022 to 31 March 2023 Table 4.2.15.4 Analysis of consultant 189 appointments using donor funds, in terms of HDIs for the period 01 April 2022 to 31 March 2023 Table 4.2.16.1 Granting of employee-initiated 189 severance packages for the period 01 April 2022 to 31 March 2023 Table 5.1.1.1 Reconciliation of irregular expenditure Table 5.1.1.2 Reconciling notes Table 5.1.1.3 Table 5.1.1.4 Table 5.1.1.5 Current and previous year irregular expenditure under assessment Current and previous year expenditure condoned Current and previous year expenditure not condoned 192 192 192 192 Table 5.1.3.1 Reconciliation of unauthorised expenditure Table 5.1.3.2 Reconciling notes Table 5.1.3.3 Table 5.1.4.1 Current and previous year unauthorised expenditure under assessment Current and previous year material losses through criminal conduct Table 5.1.4.2 Details of other material losses Table 5.1.4.3 Material losses recovered Table 5.1.4.4 Material losses written off Table 5.2.1 Late and/or non-payment of suppliers Table 5.3.1.1 Procurement by other means 193 Table 5.3.2.1 Contract variations and expansions 194 194 194 194 195 195 195 195 196 196 196 196 197 197 198 198 7 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 52 Figure 11: Figure 12: Figure 13: Figure 14: Figure 15: Average Remand Detainee population from 2019/20 to 2022/23 Average Remand Detainee population from 2021 to 2023 per Region Number of offenders who have completed correctional programmes: 2019/20 to 2022/23 Inmates participating in Personal Wellbeing Programmes between 2020/21 and 2022/23 Average offender labour per day for farms and production workshops Figure 16: State Patients trend from 2017/18 to 2022/23 Figure 17: Filled posts per gender: 31 March 2023 Figure 18: Filled posts per race group: 31 March 2023 Figure 19: Trend analysis of Persons with disabilities for the period 2018/19 to 2022/23 Figure 20: Completed audit engagements 153 69 70 72 73 74 79 84 84 90 53 57 62 63 64 64 65 66 67 LIST OF FIGURES Figure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Figure 7: Figure 8: Figure 9: Extract of Chapter 2, section 196 and section 197 of the Constitution of the Republic of South Africa Purpose of the Correctional Services Act, 1998 (Act No.
111 of 1998 as amended) High-Level Organisational Structure Annual Performance for the 2022/23 financial year Escape trends from 2020/21 to 2022/23 Injuries trends from 2020/21 to 2022/23 Unnatural Deaths from 2015/16 to 2022/23 Inmate population trend from 2017/18 to 2022/23 financial years Regional distribution of the inmate population as at 31 March 2023 Figure 10: Inmate population vs approved bedspace 8 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Part a GENERAL INFORMATION 9 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1.1 DEPARTMENT GENERAL INFORMATION DEPARTMENT OF CORRECTIONAL SERVICES NATIONAL DEPARTMENT (HEAD OFFICE) POSTAL ADDRESS Private Bag X136 PRETORIA 0001 Tel: (012) 307-2154 Email: communications@dcs.gov.za Website: www.dcs.gov.za LIMPOPO/MPUMALANGA/NORTH WEST REGION POSTAL ADDRESS Private Bag X142 PRETORIA 0001 Tel: (012) 306-2000 FREE STATE/NORTHERN CAPE POSTAL ADDRESS Private Bag X20530 BLOEMFONTEIN 9300 Tel: (051) 404-0200 KWAZULU NATAL POSTAL ADDRESS Private Bag X9126 PIETERMARITZBURG 3200 Tel: (033) 342-6965 EASTERN CAPE POSTAL ADDRESS Private Bag X9013 EAST LONDON 5200 Tel: (043) 722-1090 WESTERN CAPE POSTAL ADDRESS Private Bag X1 EDGEMEAD 7404 Tel: (021) 550-6077 GAUTENG REGION POSTAL ADDRESS Private Bag X393 PRETORIA 0001 Tel: (012) 420-0102 10 PHYSICAL ADDRESS 124 WF Nkomo Street Corner WF Nkomo and Sophie De Bruyn Streets Poyntons Building PRETORIA 0001 PHYSICAL ADDRESS Corner Paul Kruger & Johannes Ramokhoase Streets PRETORIA 0002 PHYSICAL ADDRESS 103 Zastron Street Agrimed Building Westdene, Bloemfontein 9300 PHYSICAL ADDRESS 25 College Road PIETERMARITZBURG 3201 PHYSICAL ADDRESS Ocean Terrace Office Block B Moore Street Quigney EAST LONDON 5200 PHYSICAL ADDRESS Breede River Street Monte Vista CAPE TOWN 7460 PHYSICAL ADDRESS 1077 Forum East Building Arcadia Street Hatfield PRETORIA 0001 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1.2 LIST OF ABBREVIATIONS/ACRONYMS ACRONYM FULL DESCRIPTION ACRONYM FULL DESCRIPTION AET AGSA AIDS APP ATP CJA CJS CoE Adult Education and Training ETDP SETA Auditor-General of South Africa Acquired Immune Deficiency Syndrome Annual Performance Plan Awaiting Trial Person Child Justice Act Criminal Justice System Compensation of Employees’ FET FS/NC GBVF GDP GEPF GET Education, Training and Development Practices Sector Education and Training Authority Further Education and Training Free State and Northern Cape Gender Based Violence and Femicide Gross Domestic Product Government Employees Pension Fund General Education and Training COVID-19 Corona Virus Disease 2019 GPSSBC The General Public Service Sector Bargaining Council CPA CRA CSIR CSO CSPB CSP DBE DBSA DCS DHET DIU DoH Criminal Procedure Act Continuous Risk Assessment Centre for Scientific and Industrial Research Civil Society Organisation Correctional Supervision and Parole Board Correctional Sentence Plan Department of Basic Education Development Bank of Southern Africa Department of Correctional Services Department of Higher Education and Training Departmental Investigating Unit Department of Health DOJ&CD Department of Justice and Constitutional Development DOTS DPSA DPW DPWI DSD EAP EEP EHW EM EST Direct Observed Treatment Short course Department of Public Service and Administration Department of Public Works Department of Public Works and Infrastructure Department of Social Development Employee Assistance Programme Employment Equity Plan Employee Health and Wellness Electronic Monitoring Emergency Support Team HCC HDI HIV HR IAA ICCV ICMS ICT IDT IEHW IGR IIMS INDLELA JCPS JICS KMS KZN LAN LMN MCS MEC Head of Correctional Centre Historically Disadvantaged Individual Human Immunodeficiency Virus Human Resources Internal Audit Activity Independent Correctional Centre Visitor Integrated Communication and Marketing Strategy Information and Communications Technology Independent Development Trust Integrated Employee Health and Wellness Intergovernmental Relations Integrated Inmate Management System Institute for National Development Learnership, Employment and Labour Assessment Justice, Crime Prevention and Security Judicial Inspectorate for Correctional Services Kaladeen Management Services KwaZulu-Natal Local Area Network Limpopo, Mpumalanga and North- West Modified Cash Standard Member of the Executive Council 11 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 ACRONYM FULL DESCRIPTION ACRONYM FULL DESCRIPTION NDP NGO NHTKL NIOH NLSA NPA NOTT NPO NSC NSF OEA OHS PAJA PEP MISSTP MOU MTEF NCCS Master Information Systems and Security Technology Plan Memorandum of Understanding Medium Term Expenditure Framework National Council of Correctional Services NDoH National Department of Health SAPC SAPS SASSETA SAW SCM SCN-MS National Development Plan Non-Governmental Organisation SCOPA National House of Traditional and Khoi- San Leaders National Institute for Occupational Health National Library of South Africa SDG SDIP SFSSS South African Pharmacy Council South African Police Service Safety and Security Sector Education and Training Authority Social Auxiliary Worker Supply Chain Management Secure Communications Network and Management Systems Standing Committee on Public Accounts Sustainable Development Goal Service Delivery Improvement Plan Strategic Framework on Self-Sufficiency and Sustainability National Prosecuting Authority SMME Small, Medium and Micro Enterprise National Overcrowding Task Team Non-Profit Organisation National Senior Certificate National Skills Funds NYDA National Youth Development Agency Occupational Exposure Assessments Occupational Health and Safety Promotion of Administrative Justice Act SMS SOEs SOP SP SAQA SR SRAC SRF Senior Management Service State Owned Entities Standard Operating Procedure Strategic Plan South African Qualification Authority Social Reintegration Sport Recreation Arts and Culture Social Reintegration Framework Post-Exposure Prophylaxis Stats SA Statistics South Africa PFMA Public Finance Management Act PHC PPP QCTO RBO RD RJ RMC Primary Health Care Public-Private Partnership Quality Council for Traded and Occupations Relationships by Objective Remand Detainee Restorative Justice Risk Management Committee R-MTSF Revised Medium-Term Strategic Framework RPAS SA Remote Pilot Aircraft System South Africa STI TB TVET UNAIDS UNISA UNODC VEP VOD VoIP VOM WSP Sexually Transmitted Infection Tuberculosis Technical and Vocational Education and Training Joint United Nations Programme on HIV/AIDS University of South Africa United Nations Office on Drugs and Crime Victim Empowerment Programme Victim Offender Dialogue Voice over Internet Protocol Victim Offender Mediation Workplace Skills Plan 12 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Mr RO Lamola, MP Minister of Justice and Correctional Services 1.3 FOREWORD BY THE MINISTER There can be no doubt that there has been a concerted The Department has been strategic in how it has effort by the Department to ensure that safer communities implemented and executed the various programmes over are created across the country.

The experience of post the year under review.
It has ensured that the imperatives Corona Virus Disease 2019 (COVID-19) recovery provided of the National Development Plan (NDP) Vision 2030, and an opportune time to focus on the delivery of services the Revised Medium-Term Strategic Framework (R-MTSF) so that we continue to provide dignity, well-being, safety 2019–2024 are met, by amongst others facilitating and economic opportunities to inmates, parolees and the successful reintegration of offenders back to their probationers including communities.
The Department communities, equipping them with the tools to be law- has obtained its third consecutive unqualified audit report abiding, healthy and employable members of society and has spent 99.6% of its allocated budget.

Internal and by providing them with rehabilitative and restorative controls for financial and performance reporting were justice programmes necessary to rebuild their lives.
maintained resulting in an unqualified audit opinion on the annual financial statements and annual performance report of 2022/23 financial year.

This would not be possible without the valuable efforts of each official.

In preparation for the next external audit, the Department will focus on compliance with laws and regulations regarding procurement and contract management with the specific focus to prevent irregular expenditure.
Attention will also be given to improving IT systems to support operations and service delivery.

The Department has continued to fulfil its Constitutional mandate as derived from the Correctional Services Act, 1998 (Act No.

111 of 1998 as amended), the Constitution of the Republic of South Africa, 1996 (Act No.
108 of 1996), the NDP and R-MTSF which articulates plans to give effect to national Government‘s seven strategic priorities in particular Priority Six: Social Cohesion and Safe Communities and Priority Two: Economic Transformation and Job Creation as well as Priority Three: Education Skills and Health.
With the participation and assistance of the The past financial year has clearly shown the dedication community and social institutions, and with due regard of officials in pursuit of the Department’s mission, which to the interests of victims, favourable conditions are is to “contribute to a just, peaceful and safer South Africa created for the reintegration of the offenders into society through effective humane incarceration of inmates and under the best possible conditions.
the rehabilitation and social reintegration of offenders.” 13 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 It is no secret that there are areas across the country during 2020/21.

that are plagued by serious and violent crimes.


The crime statistics for the year under review, showed that with contact crime, which amongst others includes murder, attempted murder, sexual offences and inflicting grievous bodily harm increased by 19 067 (11.6%) from the third quarter of 2021 to the third quarter of 2022.
The Department is responsible for the safe custody of inmates and for the protection of society against crime in keeping with a State’s other social objectives and its fundamental responsibilities for promoting the well-being and development of all members of society.

To achieve that, there are four purposes that correctional facilities need to deliver well, i.e.
protect the public; maintain safety and order; reform offenders to prevent more crimes from being committed; and prepare offenders for life outside the correctional facility.

While doing so, the Department needs to ensure offenders are being given the right services and opportunities across the different areas that support rehabilitation and help prevent a return to crime.
This is in line with the White Paper on Corrections in South Africa (2005) which places the rehabilitation of inmates, within a safe and secure environment, at the centre of all our activities, while fostering reconciliation between offenders and victims of crime for successful reintegration into society upon release.
In order to lay the right foundations to build correctional facilities that are places of reform, the Department needs to improve safety and security so correctional officials are able to drive forward change within a safe and disciplined environment.

There has been a significant improvement with regard to reduction in security breaches during the 2022/23 financial year as compared to the previous financial years.
Minimising escapes is central to protecting the public and implementing the sentence of the court.

During the 2022/23 financial year, there were 27 (0.017%) escapes recorded; a reduction of 90 (0.066%) when compared to the 117 (0.083%) escapes recorded in the 2020/21 financial year.

The Department recorded a total of 3 754 (2.39%) of inmates injured as a result of reported assaults in correctional facilities; an improvement of 1 945 (1.65%) as compared to 5 699 (4.04%) recorded during 2020/21.
In addition, there was a reduction of five unnatural deaths during the 2022/23 financial year with 42 (0.027%) cases of confirmed unnatural deaths recorded as compared to 47 (0.033%) cases recorded 14 The Department is at the front end of the Criminal Justice System (CJS) through the detention of remand detainees and tail end through the detention of sentenced offenders and state patients.
While the Department does not have control over the criminal justice system processes that lead to a decision in a form of a court order to detain a person in its facilities, the Department cannot refuse to admit any person referred by the court regardless of its occupancy level.
Overcrowding in correctional facilities remains a challenge that continues to stretch resources, hampering efforts of rehabilitation programmes, educational and vocational training and recreational activities and increasing the risk of transmission of communicable diseases, substance misuse, violence, self- harm within correctional facilities.

The consistent increase in the inmate population as well as the reduction of available bedspaces remain contributing factors to the overcrowding levels in the main.
The national inmate population increased by 13 833 (9.7%) inmates for the period 01 April 2022 to 31 March 2023.

The unsentenced inmate population reflected an increase of 8 726 and the sentenced offender population increased by 5 107.

The White Paper on Remand Detention Management in South Africa (2014) is consistent with the Correctional Services Act, 1998 (Act No.

111 of 1998 as amended) including amendments that were introduced through the Correctional Matters Amendment Act, 2011 (Act No.
5 of 2011) and other relevant national and international legislation and protocols in communicating the principles driving the management of all categories of un-sentenced persons within correctional facilities.

The continuous cooperation between the JCPS Cluster Departments and the commitment to accelerate the processing of trials and reduction in the delays of remand detention is welcomed.
During the year under review an increase was observed in the monthly averages of the remand detainee population which increased from an average of 46 426 in March 2022 to an average of 55 410 in March 2023.

This shows that the remand detainee population increased to more than a third of the inmate population at 35,49% as per the average for March 2023 against the average inmate population of 156 109.
In line with the 2014 White Paper on Remand Detention Management in South Africa, the Department has two measures available to reduce the number of Remand Detainees DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 who are detained at correctional facilities: Section 63A, Sentence Plans (CSPs) to raise awareness, provide together with section 63(1), of the Criminal Procedure information as well as to develop life skills, in order to Act 51 of 1977 (“Bail Review”); and Section 49G of the assist offenders in refraining from criminal activities and Correctional Services Act.

Section 63A entails referring become responsible law abiding and productive citizens.
to court the remand detainees with the option of bail while Section 49G involves referring Remand Detainees to court for consideration of their length of detention before completing a period of two years in detention.

The Department submitted a total of 19 897 referrals to court of which only 4 304 (21, 63%) were successful.

The success entails reduction of bail, placement under correctional supervision, warning, withdrawal of cases and placement of children under secure care facilities.
The Department further referred 12 283 applications to court in line with Section 49G with a success rate of 1.25% in the form of reduction of bail, release on warning, placement under supervision, placement on warning and withdrawal of cases.

In an effort to expedite cases, the South African Police Service (SAPS) has implemented a protocol that allows for temporary release of remand detainees for further investigation.
During the year under review 487 Remand Detainees were surrendered to SAPS for further investigation.

The Department is further mandated to ensure that offenders have access to skills development programmes through occupational and vocational training.

During the 2022/23 financial year, the Department trained offenders on various skills programmes aimed at increasing offenders chances of employability and acquiring entrepreneurial skills towards their self-sustainability upon release.
A total of 16 593 offenders participated in Long Occupational Skills Programmes while 14 579 offenders participated in Short Occupational Skills Programmes.

In addition, a total of 7 023 offenders participated in TVET College programmes through partnership with community colleges and this was an improvement as compared to 6 922 who participated during the previous financial year, i.e., 2021/22.
As part of the skills development programme, a total 2 450 of offenders were equipped with skills such as assistant chef, welding, electrical, hairdressing, bricklaying, plastering, painting and vegetable production in partnership with Crime not only affects economic productivity but also the National Skills Fund (NSF).

The ultimate goal is to affects communities through loss of tourism and retail ensure that offenders look forward to being self-sufficient, sales.
It is in the interest of the public, not merely to sustainable, becoming entrepreneurs and contributing to impose a sentence which is retributive and deterrent, but the economy.

also to reform the offender.

Rehabilitation aims to prevent future crime by altering an offender’s behaviour through educational and vocational programmes, counselling, etc.
The Department remains committed to reducing reoffending by ensuring that correctional facilities are transformed into safe and secure spaces that are truly rehabilitative.
We have ensured that offenders who applied are considered for parole have gone through rehabilitation interventions through participation in specially designed programmes and sessions aimed at developing the full potential of each offender so that they obtain the knowledge and skills that can assist them in their successful reintegration upon release.

During 2022/23 financial year, Correctional Supervision and Parole Board approved parole placement on 14 913 cases.
Whether therapeutic or not, rehabilitation programmes are provided by the Department not only for the benefit of the offender, but for the benefit of communities as well.
The Department has successfully delivered correctional programmes to 84 443 offenders with Correctional The Department contributes to the R-MTSF, Priority 3: Education Skills and Health which aims to reduce the burden of disease and strengthen the health system, as well as providing social benefits to the most deprived, to eliminate poverty and reduce unemployment and inequality.
The programmes in Formal Education include Adult Education and Training (AET) which is offered to learners in partnership with the Department of Higher Education and Training (DHET) from AET levels 1 to 4.

There are 17 DCS schools registered with the Department of Basic Education (DBE) to offer mainstream education.

The curricula followed in these schools was that of the National Education system from the DBE (CAPS curriculum).
Students were also offered the second Chance Programme where they can write up to six subjects to improve their qualifications.

Education offered in the Department must comply with relevant legislation and policies of the National Departments of Education and regulations of the various academic institutions.

15 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 Formal education interventions are aimed at developing which is a notable increase from the 18 book clubs that the educator to deliver updated and current curriculum participated in the prior year.

A total of 296 offenders and practices.


In 2022 academic year the Department participated under the banner of the Department which enrolled an average of 7 264 offenders with a 99% has assisted in the improvement of the Grade 12 pass participation rate.

Further to this all offenders including rate as the programme empowers inmates to read with the youth are afforded the opportunity to access Grade understanding as compared to reading for pleasure.
This 10 – Grade 12 programmes that would qualify them for is a progressive programme that is gradually introducing the National Senior Certificate qualification.

Similarly, official languages of South Africa in an engaging and 959 offenders enrolled in Further Education and Training constructive way.

(FET) programmes with a 99% participation rate.

The Department recorded an 87% pass rate for Grade 12’s who wrote in both the full time and part time registered schools.
Offenders who do not wish to attempt all 7 subjects are given the opportunity to write the Senior Certificate/Amended Senior Certificate.

Offenders are encouraged and assisted to register at institutions of higher learning to continue their development.

The Department continues to deliver on its mandate to provide a comprehensive package of healthcare services (nutrition and hygiene services, pharmaceutical services and primary health care) to the inmate population.
In line with Rule 24 of the Nelson Mandela Rules which states that the healthcare of inmates is the responsibility of Government, the Department successfully implemented a comprehensive response to both communicable (TB, The Self Sufficiency and Sustainability programme HIV/AIDS, COVID-19) and non-communicable (Diabetes, aims to give inmates skills they can use when they Hypertension) diseases.
In an effort to improve the quality leave correctional facilities, while also ensuring that the of life of people living with HIV/AIDS as well as decreasing Department becomes self-sustainable through activities HIV transmission, the offender viral load suppression rate such as those in production workshops, bakeries, (at 12 months) was recorded at 97% (1 155/1 192).
The agriculture, skills development, formal education and TB cure rate of 97% (306/317) was also recorded during training as well as through arts and culture.

The Strategic the 2022/23 financial year.

This achievement can be Framework on Self-Sufficiency and Sustainability (SFSSS) attributed to the effective monitoring and management is not only about the Department realising savings and of patients on treatment.
relying less on the fiscus, but it goes further towards creating lasting benefits to be enjoyed by inmates’ post- incarceration.

The Witbank textile workshop rolled out the manufacturing of members’ uniform project during 2022/23 financial year.

The Department trained ten officials in the manufacturing of officials’ uniform to work alongside offenders and transfer skills to them with the intention that offenders may become self-employed when released, by using these skills.
Social Reintegration is an important component of the Department as it is regarded as a window through which society can judge the success of the rehabilitation programmes.

The objectives of community corrections, according to Section 50 of the Correctional Services Act, 1998 (Act No.
111 of 1998 as amended) is to provide services and interventions that will contribute to the reintegration of offenders as law abiding citizens into communities by ensuring that probationers are The National Funda Mzansi Championship has become a rehabilitated, monitored and accepted by communities.
well-known feature in the public domain as a structured Community based corrections are strategies that decrease and coordinated approach to our partnership with expenditure on incarceration, decrease the rates at which external organisations.

The Department in partnership there are repeat offences and reduce overcrowding with the National Library of South Africa (NLSA) and in correctional facilities.
Most offenders, however, find George Municipality once again for the annual Reading it difficult to adapt when they are released back into Championship, aimed at encouraging offenders to society.

They are often stigmatised and ostracised by their develop an appreciation and knowledge through families and communities and their ability to find jobs reading of books, reviewing, provide analysis and engage or housing, return to formal education, build or rebuild in constructive debates on topical issues.
During 2022/23 individual and social capital is severely hampered and the Department was represented by 30 book clubs unless they receive help, they risk getting caught up in 16 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 a vicious cycle of failed social reintegration, reoffending, The management, reduction, prevention and tracing of reconviction and social rejection.

There are a wide range absconders requires a significant collective effort.
of community-based corrections programmes that are aimed at rehabilitating offenders and decreasing reoffending, or the tendency of a relapse.

Different types of community correction programmes have different target groups, but all are geared towards helping individuals with successful reintegration.
A lack of support and continuous rejection and labelling of offenders by public in some instances drives them to criminal activities as an alternative to better life within correctional facilities than suffering the effect of being labelled and rejected by society and their families.
In an effort to ensure that all processes are followed prior Correctional supervision is a community-based parole and supervision revocations and that reason sentence which is served by the offender in the for mitigations of potential risks prior revocations are community, subject to conditions which have been set considered, the Department developed a revocation by the relevant authorities through Court, Correctional tool to be administered by relevant authorities.
The tool Supervision Parole Board (CSPB), National Commissioner assists the relevant authorities i.e.

Court, Minister, National or his/her delegate.

Probationers and Parolees serve Council of Correctional Services, Correctional Supervision their sentences in the community under the control Parole Board and Head of Correctional Centre during and supervision of the Department.
These offenders are the decision-making process of parole and correctional exposed to the normal influences of the community and supervision.

The tool will further enhance the quality of are able to care for their family.

In addition, Probationers, reports submitted to relevant authorities, administration Parolees and Awaiting Trial Persons (ATP) serving their and complaints by other stakeholders will be eliminated, sentences under the system of Community Corrections i.e.
offenders, communities, victims including relevant are provided with access to a wide range of support oversight bodies with statutory supremacy and delegated services and programmes.

The Restorative Justice (RJ) authority to monitor the execution of the parole system.

Programme remains a critical aspect in the reintegration of offenders as it seeks to repair the harm caused by crime/s committed to the victim/s by the offender.
There has been a notable improvement in the participation in the VOD/VOM programmes with an increase of 18 121 victims and 5 545 offenders, probationers and parolees in the 2022/23 financial year.

Despite resource challenges the Department has managed to appoint 88 Social Auxiliary Workers to assist in the tracing of victims.
The Department has contributed to crime prevention through the creation of employment opportunities for parolees and probationers through formalised partnerships with the Business Sector, Local Government, Inter-Departmental Sector and NPOs to encourage them to consider parolees, probationers and ex-offenders for employment opportunities.
Parolees are encouraged to form Co-ops and to employ other parolees in their small businesses (farming, making of furniture, making of The effect of serious crime committed by parolees, clothes, taxi industry etc).

In its efforts to curb or probationers and absconders within the society is minimise the reoffending, 875 economic opportunities a contributory factor due to lack of trust and safety were facilitated by the Department resulting in the concerns by the public.
Guidelines for prevention, employment of 943 parolees and probationers.

The management and tracing of absconders were developed Department continues to strengthen relationships as a tool to assist the Department to address the problem with external partners and this is evident in the 745 of absconding which negatively affects the image of collaborative Izimbizo conducted throughout the Community Corrections as a reliable and credible system financial year.
Finding stable employment has been to administer non-custodial sentences effectively and identified as one of the best predicators of post release efficiently.

The guideline provides comprehensive plan success among parolees.

to implement a response to absconding based on best practices that reflects principles of good custodial management.

It offers concrete advice for building the momentum to create change, building knowledge and expertise necessary to implement and sustain change.
Cybercrime is a fast-growing, easy access mode of crime exploited with speed, convenience and anonymity of the internet to commit a diverse range of borderless criminal activities, either physical or virtual by criminals.

The existence of cyber-attacks is perennial in nature 17 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 and constant effort to upgrade and secure our systems infrastructure cannot be emphasised enough.
In the world of computing, any electronic device in the hands of an inmate enables them to remotely conduct all sorts of crimes, commercial, violent or otherwise without them being detected by security or officials.

The prevalence of cell phones contraband, unmonitored laptops and modems in the correctional facility continue to pose major challenges in security management.
The Department continues to build resilient cyber-security strategies in collaboration with Centre for Scientific and Industrial Research Council (CSIR), to ensure secure communication lines among various stakeholders within and outside the Departmental infrastructure.

The Master Information and Security Technologies Plan (MISSTP) continues to provide a systematic approach and vision for a modernised correctional services environment.
The Department remains a labour-intensive Department, dependent on human resource capacity to deliver on its mandate.

The Department remains committed to cooperate and to empower a new generation of young people with skills and employment.

Providing jobs to the youth is not an act of charity but a fundamentally necessary means to realise the nation’s economic goals.

The economy needs young people as much as young people need employment.
Despite the budget reduction, the Department is expected to contribute to youth employment and poverty alleviation in order to combat some of the current social ills affecting society which have a direct impact on the increased crime rate in South Africa.

During 2022/23 financial year, the Department prioritised 461 youth appointments for critical and essential posts that were advertised and filled during the financial year.
I would like to take this opportunity to thank the Deputy Minister, Nkosi Phathekile Holomisa, the National Commissioner, Mr Makgothi Samuel Thobakgale and all the Department’s officials, stakeholders and partners for their passion, commitment and hard work in ensuring that the Department’s service delivery remains on track.

_______________________ Mr. RO Lamola, MP Minister of Justice and Correctional Services 18 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Nkosi Phathekile Holomisa, MP Deputy Minister of Correctional Services 1.4 STATEMENT BY THE DEPUTY MINISTER The Department has been hard at work implementing The seven priorities within the R-MTSF remain relevant the priorities set out in the Annual Performance Plan (APP) for the electoral mandate and identifies the activities to for the year under review.
It has been a challenging time, be undertaken, sets targets for implementation of the with programmes and projects having to be amended priorities and interventions and states the outcomes and rethought within the confines of regulations on and indicators to be monitored, during the period 2019 an almost ongoing basis, while at the same time also to 2024.
The revised MTSF promotes coordination and adapting to meet the imperatives of the Revised Medium- alignment of priorities across all spheres of government Term Strategic Framework (R-MTSF) Priority Six: Social and with non-government stakeholders and assists with Cohesion and Safe Community.

The Department has integrating all components of national development been resilient and ensured that work is being done in line into mainstream planning processes.

In addition to with its mandate.


The Department has also continued its Priority Six, the Department contributes to Priority Two: work on its more established programmes and continues Economic Transformation and Job Creation through to provide much-needed support to communities whilst the implementation of the Strategic Framework on ensuring that the inmate population is kept in a secure, Self-Sufficiency and Sustainability (SFSSS) across all safe and humane environment.
It continues to work to correctional centres in the Department.

The Honourable strengthen social reintegration programmes to provide Minister of Justice and Correctional Services has reiterated offenders with the assistance and supervision that they the need to employ more young people with the may need to desist from crime, to successfully reintegrate necessary skills to enhance self-sufficiency in production into the community and to avoid a relapse into criminal workshops, bakeries and agriculture.
In a rapidly changing behaviour.

I want to make special mention of the job market, merely educating young people is no longer excellent working partnerships that we have established sufficient.

Youth need skills that make them employable and maintained both with the Traditional Leaders and and adaptable.

The implementation of this project aims the Communities.
These partners, along with other to create more offender labour opportunities, thereby stakeholders in communities, have assisted to supervise improving offenders’ skills and knowledge with a view of and assist offenders and support their social reintegration.

making them employable upon release from correctional facilities.

19 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 The Correctional Services Act, 1998 (Act No.
111 of 1998 implementation of the SFSSS in the correctional facilities as amended) requires offenders to be assessed and nationally.

The 2022/23 financial year marks the second profiled, and for a Correctional Sentence Plan (CSP) to be year of implementation of the SFSSS in the Department compiled.
The Act further provides for the development to increase work opportunities for offenders and equip and implementation of correctional interventions to them with market related skills as part of rehabilitation address offending behaviour and encourages offenders and preparation for successful social reintegration.

In to restore relations with those they offended.


In an enhancing self-sufficiency, an average of 1 277 offenders effort to offer better rehabilitative services to offenders, worked in production workshops per day, while 3 352 various rehabilitation programmes such as correctional worked in agriculture during 2022/23 financial year.
The programmes, education, social work, psychological and Department’s textile workshops have manufactured all spiritual care services have been developed according inmates uniform and other necessities such as bed sheets, to major crime categories and successfully rendered to towels, etc.

The textile workshop at the Johannesburg offenders.
Whilst doing so, the Department must facilitate Management Area was re-opened on the 13 December the successful reintegration of offenders under our care 2022 to support the SFSSS.

The workshop provides back to their communities, equipped with the tools to be learning and working opportunities for female offenders law-abiding, healthy and employable members of society at Johannesburg Female Centre by manufacturing white by providing them with rehabilitative and restorative chef’s uniform.
The Department approved a revised justice programmes necessary to rebuild their lives.

Production Workshop Procedure Manual on the 22 The Department in support of Government’s Victim Empowerment Programme (VEP) developed procedures to facilitate and promote the involvement of victims in the CSPB meetings where victims are allowed to make representations or attend the meeting when offenders are considered for placement on parole.
Provision was made in both section 75(4) of Correctional Services Act, 1998 (Act No.

111 of 1998 as amended) and section 299A of the Criminal Procedure Act, 1977 (Act No.

51 of July 2022 as well as the Cost and Price Policy on the 02 March 2023 to ensure we remain relevant and market related.

The Witbank Textiles Workshops rolled out the manufacturing of officials uniform during the 2022/23 financial year which included garment making training for 10 officials to work alongside offenders on the project.
In addition, a number of contract workers have been appointed resulting in gradual improvements in both the quality and quantity of garments produced.

1977) to facilitate the participation of victims in the CSPB Offenders are given a second chance, as part meetings.

During 2022/23 financial year, 1 989 victims of rehabilitation, to obtain relevant educational participated in CSPB meetings.
South Africa continues to show all the features of an emerging economy, at the same time it continues to grapple with challenges of unemployment, poverty and inequality phenomena that have been echoed nationally over a period of time.

The United Nations Sustainable Development Goals, reiterates a need to achieve zero hunger by 2030.

This timeline is fast approaching; therefore, no efforts must be spared to ensure an increase in productivity for food security in correctional centres.
Additionally, the operations of production workshops must be optimised to contribute towards SFSSS, as well as revenue generation for the Department.

During the 2022/23 financial year, the Department focused on reducing re-offending by improving rehabilitation programmes for offenders in line with their individual treatment needs as well as the qualifications and skills to create their own enterprises or enter employment in an effort to assist with successful reintegration and prevention of re-offending.
The Department provides development programmes such as formal education for the illiterate Adult Education and Training (AET), Further Education and Training (FET), post school education and training through access to Technical and Vocational Education and Training (TVET) programmes and enrolment at Higher Education and Training institutions.

The Department also offers skills training (accredited and non-accredited), sport, recreation, arts and culture opportunities for the development of offenders.
In ensuring that offenders are empowered with skills in order to be self-sufficient upon their release, Long Occupational Skills Programmes were offered to a total of 16 593 offenders, while 14 579 offenders participated in Short Occupational Skills Programmes.

In addition, 20 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 a total of 7 023 offenders participated in TVET College following their release.

The cost to society of failure of Programmes.


Through the partnerships established offenders to reintegrate into the community is significant, between the Department and Safety and Security Sector both financially and in terms of public safety.

The Education and Training Authority (SASSETA), a total Overcrowding Reduction Strategy as a multidisciplinary of 181 offenders were trained on tractor driving skills and comprehensive strategy is being implemented in programmes to contribute to the SFSSS.
order to effectively address the factors alluded to.

Despite Education is an essential component of the reconstruction, development and transformation of the South African society.

The Department worked with the Departments of Basic Education (DBE) and Higher Education and Training (DHET) to improve the quality of education being offered to offenders.
During the continuous implementation of the Strategy, the Department experienced an increase in its overcrowding levels from 32% during the 2021/22 financial year to 46% in 2022/23.

The reduction of approved bedspaces from 108 804 to 107 582 is one of the contributing factors to the increased overcrowding level.

the 2022/23 financial year, the Grade 12 pass rate was The Department contributes to Sustainable Development recorded at 87%.
Working collaboratively with external Goals 2, 3 and 6, through the provision of meals with partners in the educational community the Department adequate nutritional value and therapeutic diets for has strengthened education provisioning.
Educators dietary requirements for all inmates, including babies of were, in collaboration with our partners, trained in incarcerated mothers, management of communicable their fields of specialisation which improved the Grade diseases (HIV/AIDS, Tuberculosis, COVID-19) and screening 12 learning outcomes in the 2022 academic year by for non-communicable diseases (hypertension, diabetes), an increase of 10% as compared with the previous in line with the 90-90-90- UNAIDS targets, adopted by the academic year.
The National Development Plan (NDP) National Department of Health (NDoH).

The COVID-19 recognises that educators must have a good knowledge vaccination of inmates, including booster shots was of the subjects they teach and that educator’s subject integrated as part of the Primary Health Care programme knowledge particularly needs strengthening.

As part of provided to inmates to ensure a comprehensive approach implementing our partnership with the Departments to health care delivery.
of Education, we ensured that educators participated in the various sessions offered to strengthen their subject knowledge.

The commitment of the Department in delivering an integrated service to all offenders under its care stretches wider than the delivery of curriculum in the classroom.
Overcrowding hinders the realisation of inmates basic In order to holistically develop offenders, an integrated rights, undermines the safety of officials and that of the effort by all rehabilitative and security personnel is critical.
general public and weakens the correctional system Once the offender is developed and has the necessary to meet inmates accommodation needs, including educational knowledge and skills, they will require after provision of rehabilitation programmes, education, care or post release services.

The Department, therefore, training and recreational activities.

There are various ensures that offenders are provided access to a range contributing factors to overcrowding which, amongst of services in the community.
Community Corrections others, are criminal justice policies that give excessive presents the most obvious alternatives to incarceration weight to punishment or may not have been adequately for many and perhaps the best opportunity for reforming assessed for impact; lack of alternatives to incarceration the Criminal Justice System in ways that will promote and of sentencing policies and guidelines encouraging public safety, efficiency and fairness.
There are currently the use of non-custodial measures; inefficiency and 218 community corrections offices nationally, serving delays within the justice processes, challenges faced communities and offenders under the system of by the poor and vulnerable in accessing justice; lack community corrections.
These offices enable offenders of social reintegration programmes and post release to access community corrections services within support to offenders and insufficient infrastructure communities in which they reside.

This contributed to a and capacity.

Offenders who do not have access to 99% level of compliance to conditions of placement on treatment programmes are more likely to reoffend parole and correctional supervision during the 2022/23 21 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 financial year.

Creating an acceptable environment that business process automation and records management will allow the parolees and probationers to coexist with is at the final stage of implementation.

The Department’s their victims continues to remain the focal point for the technology infrastructure remains challenged and under Department.
Restorative Justice programmes are one of developed, relative to the fast changing and ever evolving the ways in which the Department enforces reintegration technology advances in the world market.

Correctional of parolees and probationers back to their communities.

facilities of the future will need to provide new and better Communities where parolees and probationers are based ways to manage inmates and serve officials.
Modern or reside must be considered and prioritised to ensure systems offer a broad range of new capabilities, making effective social reintegration, through skills development, them much better suited to corrections facilities than that will possibly enhance and harness the eradication of earlier generations of networked technology.

the scourge of re-offending and ensure self-sustainability.
The Department once again received an unqualified In an effort to assist parolees and probationers with skills audit report for the 2022/23 financial year where the development, the Department in partnership with the Auditor-General South Africa (AGSA) concluded that the Vaal University of Technology, rolled out a cell phone financial statements and annual performance report are repair project to parolees as well as six victims of crime in fairly presented in all material aspects.
The AGSA issued the Heidelberg, Boksburg, Modderbee and Johannesburg findings on material non-compliance with legislation areas.

Each victim received a once off stipend of R1 000 due to deviations from quotation and competitive after completing the training.

A total of eight primary bidding process without valid reason.
In preparation for victims and five secondary victims were also trained on the next audit the Department will improve expenditure cell phone repairs at the Vhembe district from January management and procurement.

Contract management 2023 to March 2023.

The Department further trained will be strengthened by systematic and efficient planning, nine victims in Tzaneen and two in Klerksdorp on basic execution, monitoring, and evaluation.
The Department’s health and safety, including the manufacturing of achievements came with its fair share of challenges ammonia all-purpose cleaner in partnership with AKANI in the form of a high vacancy rate, funding constraints Paints.

The Durban Community Corrections facilitated and increasing inmate population.
I wish to thank the training for seven victims of crime on the New Venture Minister of Justice and Correctional Services for the Creation Learnership, focusing on entrepreneurial skills, in leadership he has provided during this challenging time.

partnership with Kaladeen Management Services (KMS) This was made possible by the support received from the and a stipend of R1 800 was given to the learners.
National Commissioner and Senior Management of the In driving the Information Technology (IT) modernisation strategy, the Department rolled out Local Area Network (LAN) Switches to 65 sites to cover the national footprint of correctional facilities, Community Corrections, Regional Offices, Colleges and Head Office.

Additionally, Department.


__________________________ the Department implemented the Voice over Internet Nkosi Phathekile Holomisa, MP Deputy Minister of Correctional Services Protocol (VoIP) telephone management system to 22 out of 28 prioritised sites nationally.

The Department, in collaboration with other State-Owned Entities (SOEs), upgraded the Microsoft services.

The exchange server migrated from 2016 to 2019.


Privilege access workstation has been implemented on the desktop operating system to enhance security.

In addition, active directory hardening (security settings) has been implemented and coupled with that is the upgrade of the SQL database.

The implementation of PowerBI which will enhance smart reporting and SharePoint which will enable 22 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Mr MS Thobakgale National Commissioner: Department of Correctional Services 1.5 REPORT OF THE ACCOUNTING OFFICER Electricity supply shortages have constrained South is highest among youths aged between 15 and 24, at Africa’s growth for several years.

Rolling scheduled power around 66.5%.


At the end of 2022, there were still close cuts (loadshedding) started in 2007 and have intensified to half a million fewer jobs than at the end of 2019, with exponentially, reaching close to nine hours daily in 2022. women and youth persistently more impacted.
Inequality This severe electricity shortfall has affected other services remains among the highest in the world, and poverty was such as water, information communication technology an estimated 63% in 2022 based on the upper-middle- and service delivery (health and education), disrupted income country poverty line, only slightly below its economic activity and increased operating costs for pandemic peak.

These trends have prompted growing businesses.


Socio-economic challenges were further social demands for Government support, which could exacerbated by rising fuel and food (bread and cereals) put the sustainability of public finances at risk if they are prices, which disproportionately affected the poor.

The to be met.

average annual consumer price inflation was 6,9% in 2022 (i.e.

the average CPI for all urban areas for 2022) but was 8.2% for those at the bottom 20% of the income distribution.
Rising inflation has a greater cost-of-living impact on lower-income earners since they spend most of their disposable income on essential goods and services, which generally experience greater price increases than non-essential items.

Crime in South Africa has occupied centre stage on the public agenda, especially serious and violent crimes, including Gender Based Violence and Femicide (GBVF).
This has resulted in people, particularly vulnerable groups such as women, children, the elderly and people with disabilities, living in fear and feeling unsafe.

Thus, the country’s economic development and the well- being of people in the country gets undermined.

Racial Weak structural growth and the COVID-19 pandemic discrimination, xenophobia and related intolerances have exacerbated socio-economic challenges.

South remain a challenge impacting the safety of communities.
Africa has recovered its pre-pandemic GDP but not its Serious organised crime continues to be a threat to the employment level.

The employment ratio only increased state’s authority and the safety and security of the citizens slightly to 39.4% at the end of 2022 from a pandemic low of South Africa.

In particular, drug syndicates and those of 35.9% in September 2021.

The unemployment rate perpetuating illegal mining activities, cable theft, pose 23 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 a major risk to the safety of law-abiding citizens in the progression of a number of key projects and initiatives, fight against organised crime.

Reported contact crimes being all the more notable as the country emerges from increased, by 7,9% from 322 752, in 2021/22, compared a two-year period of responding to challenges associated to 348 135, in 2022/23.

Reported contact crimes against with the global COVID-19 pandemic.
The Department has women increased, by 8,1% from 99 289, in 2021/22, continued to deliver on reducing the rate of reoffending compared to 107 297 in 2022/23.

Reported contact and community protection, through the maintenance of crimes against children increased by 0,3% from 24 248, a strong and deliberate focus on the range of correctional in 2021/2022, compared to 24 312, in 2022/23.

Police- and community services, and service enhancements, community relations remains key to fighting crime.
delivered across all correctional facilities and community Community Policing Forums play a pivotal role in the corrections.

The Department is committed to improved building of partnerships, sharing information between service delivery through further expansion of the overall the police and the community and tapping into resident’s delivery of needs-based rehabilitation programmes.

knowledge and expertise.


In contributing towards the realisation of Vision 2030 as South Africa has taken considerable strides to improve articulated in Chapter 12 of the National Development the well-being of its citizens since its transition to Plan (NDP) and the Government’s 2019-2024 Revised democracy in the mid-1990s, but progress has stagnated Medium-Term Strategic Framework (R-MTSF), Priority 6 in the last decade.
The percentage of the population (Social Cohesion and Safe Communities), the Department living below the upper-middle-income country poverty is committed to providing detention that is humane, safe line fell from 68% to 56% between 2005 and 2010 but and secure; providing needs-based rehabilitation and has since trended slightly upwards, to 57% in 2015, and successfully reintegrating offenders into communities as was projected to have reached 60% in 2020.

Structural law abiding citizens.


The Correctional Services Act, 1998 challenges and weak growth have undermined progress (Act No.

111 of 1998 as amended) and the White Paper on in reducing poverty, heightened by the COVID-19 Corrections in South Africa (2005) sets out objectives that pandemic.

The achievement of progress in household are aimed at addressing criminal behaviour and bringing welfare is severely constrained by rising unemployment.

about positive social change.


The daily operations of South Africa remains a dual economy with one of the correctional facilities have an impact on the extent of ex- highest and most persistent inequality rates in the world, offenders‘ reintegration into society.

While an offender is with a consumption expenditure Gini coefficient of 0.67 incarcerated every effort is made to ensure that he or she in 2018.

The country needs to formulate and implement is prepared properly for release.
Factors like overcrowding policies that lead as much to efficiency as they lead to in correctional facilities and a lack of adequate resources safety and security.

An implementation-led economic make it difficult to achieve these objectives.

recovery is required which steadily dismantles the structural obstacles to inclusive growth and job creation, thereby progressively raising the country’s growth ceiling.
A major driver of the investment needed to induce higher levels of growth and job creation is policy certainty.

South Africa’s economic performance will largely depend on how well the Government and its social partners manage the challenges and exploit the new opportunities, using the policy tools at its disposal.

1.5.1 Overview of the operations of the Department Security is crucial to maintaining official and inmate safety in a correctional setting.
Security-oriented initiatives require a significant commitment of resources and the Department continues to demonstrate effectiveness in responding to alerts.

Security includes, but is not limited to, managing restrictive housing populations, classification and assessment, managing special populations and security audits.
Risk assessments were used to determine the likelihood of a significant security problem or vulnerability to injury, escape, disruption or destruction of property due to inadequate policy, procedure and/or performance.

Through the risk assessment and security I am pleased to present the 2022/23 Annual Report for the audit process, the Department determines the risk Department of Correctional Services.
The past 12 months remaining after all the normal management safeguards has been a challenging, yet productive year with the have been applied, including clarity of policy, procedure, 24 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 post orders, training, physical accommodation, and daily failed adaptation by repeat offenders.

Offenders released supervisory activities.


Innovation remains an important from incarceration face a variety of challenges that hinder feature in the management of offenders’ subject to their ability to become law-abiding citizens.

Of particular monitoring in the community.

Where community service concern are high-risk offenders with lengthy records of was imposed as a condition of parole there was close criminality.
A key feature of successful crime prevention cooperation between civil society organisations and the strategies is the attention to the social reintegration of Department.

The rehabilitation of offenders remains one of the strategic priorities of the Department.

The growing number of inmates, the acute shortage of correctional facilities and inability to alleviate abject poverty and unemployment has made it essential to roll out needs- based rehabilitation programme for offenders.
The increase in the number of inmates has not been matched by a commensurate increase in correctional facilities or budgets.

Some of the benefits of rehabilitating offenders are the reduction of the cost of managing correctional facilities, the transformation of offenders into productive members of society and the promotion of labour- intensive community-based development projects.

Transformation and rehabilitation enable offenders to be rehabilitated by way of giving back to their communities.
Participation in community development projects enables offenders to make valuable contributions to society.

In order to ensure successful reintegration and rehabilitation, partnership have been forged between the Department and Non-Governmental Organisations (NGOs) who support the rehabilitation and reintegration of offenders back into their communities.

This includes faith-based institutions which promote the rehabilitation and reintegration of offenders back into their local communities.
The implementation of unit management and rehabilitation poses a number of challenges such as high caseloads, overcrowding, and a lack of human resources, infrastructure and facilities.

The continual shortage of correctional officials and a desperate shortage of professionals make it difficult for the Department to function at an optimal level and achieve its rehabilitation goals.
The Offender Rehabilitation Path (ORP) requires that all personnel need to be orientated and retrained on the rehabilitation of offenders, that its implementation be monitored and evaluated and external partnerships strengthened to promote corrections as a societal responsibility.
The Department plays a critical role in the implementation of crime prevention programmes that include effective measures to prevent reoffending and to stop the cycle of ex-offenders into the community and the development of interventions designed to reduce the levels of reoffending.

These interventions represent a wide array of efforts supported by the Departments within the criminal justice system, in collaboration with community agencies and Non-Profit Organisations (NPO).
Offender reintegration programmes target dynamic risk factors associated with reoffending and specific initiatives focus on specific challenges facing offenders, including lack of accommodation, substance abuse and unemployment, while others target specific offender groups, including high-risk young offenders.
In the financial year under review, more emphasis has been placed on designing comprehensive interventions, based on a continuity of care, to provide consistent assistance to offenders within and beyond incarceration.

There is recognition that preparation for reintegration should commence before the offenders’ release.
After their release, interventions should support their immediate transition from the correctional facility to the community and reinforce the gains achieved through rehabilitation and continue until successful reintegration is completed.

1.5.1.1 Security Security and good order are maintained through attention to physical and procedural matters, including effective security intelligence and positive official- inmate relationships.
Inmates are safe from exposure to substance misuse and effective medication supply reduction measures are in place.

It is important to maintain control and stability inside and outside of the correctional facility and while there are many security measures that can be put into place, it is a balance of the physical design of the correctional facility, adherence to procedure and the skilled correctional officials that makes the difference in safety and security.
All three aspects play a role in keeping operations running smoothly inside and outside the perimeters.

The credibility of any correctional system rests on its ability to keep inmates in custody, in other words, to prevent them from escaping and from committing further crimes while in custody.

This is a 25 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 fundamental activity of unit management as it protects These Strategies are not just a security measure but a the public from further criminal acts; contributes to giving multi-disciplinary strategy to curb and curtail security the public, media and stakeholders confidence in the incidents within the correctional facility.
During the rule of law and the criminal justice system; and enables financial year under review, the Department continued inmates to benefit from rehabilitation activities provided to implement the Festive Season Security Operational within the correctional system.
Security refers not only plans (in December 2022 to January 2023) with ongoing to the means by which escapes are prevented but also interventions to heighten security in correctional facilities to measures that are necessary to stop high-risk inmates during the festive season.

The continuous training of from directing criminal activity taking place outside the ESTs plays an important role in dealing with emergency correctional facility.
The Department has experienced a decrease in security incidents and breaches during the 2022/23 financial year due to the implementation of monitoring and evaluation of the SOP, deployment of National Emergency Response Teams to conduct clean-up and search operations in hot spot areas, National Prevention Strategies and the Gang Combatting Strategy in correctional facilities.
Although there were various operational challenges due to gang activities, dilapidated infrastructures and overcrowding amongst others there was a decrease in inmates injured as a result of reported assaults and confirmed unnatural deaths in the year under review.

In the financial year 2022/23 the Department recorded 27 escapes translating to 0.017% against the target of 0.031%.

This is an improvement as compared to 117 recorded in 2020/21 financial year.
In the past five years there has been a significant decrease in the number of incidents situations, amongst others crowd control/management and the use of force as per section 32 of the Correctional Service Act, 1998 (Act No.

111 of 1998, as amended).


Over the past three years the Department has conducted basic training for Emergency Support Teams (EST) on dealing with various situations in correctional facilities including riots, violent attacks, high risk tactical guarding and escorting, use of force etc.

The Department has prioritised female officials to undergo EST training over the past three years which included fire-arm, combat and non- combat training.
The EST plays a critical role in supporting correctional facilities during crisis situations that require immediate tactical intervention.

EST is therefore the first line of defence to be deployed in various hotspots areas.

The security risks and threats within correctional facilities are constantly evolving and requires the Department to constantly change and adapt security training and capabilities.
regarding inmates injured as a result of reported assaults The involvement of and supervision by officials, including despite the challenges of shortage of personnel and among others the intervention of Head Office, regular increase of admissions of inmates in correctional facilities.
interaction with Regions and Management Areas, The Department’s interventions ensure safe and secure monitoring and evaluation, special operations (clean up conditions for inmates, consistent with human dignity and surprise search operations), deployment of ESTs to resulted in an improvement in confirmed unnatural hotspot areas, reduction of idleness amongst inmates deaths and inmates injured as a result of reported assaults by subjecting them to development programmes such in the 2022/23 financial year.
The Department reported as educational, skills training, sports, recreation, arts and 2.39% injuries resulting from reported assaults against cultural activities as well as the implementation of security a target of 4.55% while 0.027% unnatural deaths was plans have contributed to the safety and wellbeing of reported in 2022/23 financial on confirmed unnatural officials and inmates.

Furthermore, the National Security deaths against the target of 0.032%.
Committee has provided advice, guidance and support on The National Security Committee and security awareness sessions forms part of the platforms that are implemented to tackle security issues in order to heighten security in emergency security issues to the Regions, Management Areas and correctional facilities on the implementation of the security policies and procedures amongst others.

correctional centres.


National Escape, Assault and Death Physical and procedural security arrangements are Prevention Strategies were effectively implemented and essential features within a correctional facility, to ensure monitored in correctional facilities nationally to ensure that good order.

Security also depends on alert correctional inmates are held in safe, secure and humane conditions.

officials who interact with inmates, who have an awareness 26 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 of what is going on in the correctional facility and who inadequate staffing, poor working conditions and a make sure that inmates are kept active in a positive way.

growing number of people to provide for and supervise.
Correctional officials are vigilant at all times to ensure the The safety and security of inmates remains a critical focal safety of the community by conducting frequent security area for the Department and as a result tackling issues checks of the perimeter fence, correctional facility such as overcrowding, gangsterism and smuggling of grounds, housing units and the outside perimeter areas contraband will indeed lead to a reduction in escapes, to prevent escapes and the introduction of contraband.
injuries and unnatural deaths within correctional facilities.

Officials scan for items out of place or missing, items left too close to the perimeter fence that can be used as a ladder or escape paraphernalia are reported and moved immediately.

Officials conduct frequent surprise searches of inmates going to and from recreation areas, inside work teams and educational classrooms.

Searching of inmates going to and from visitation areas or outside work teams are also conducted.
Frequent inventory checks of tool rooms, food service equipment and caustic areas are conducted on a daily basis and locked away at the end of the work day.

The ability of the criminal justice system to detain an offender relies on the capacity of correctional services throughout the process from arrest to parole/ release.
Although the Department plays a critical role in the process and is responsible for managing a system that is well above capacity, the ramifications of overcrowding in lowered productivity, increased caseloads and operating expenses, inability to effectively implement policy, and shifting of responsibilities, affect all agencies involved in handling criminal cases.
Most affected, however, is the correctional system, which is faced with the increased Officials conduct surprise cell searches and pre-planned likelihood of inmate disruptions, assaults, and injuries, housing unit shakedowns for contraband.

A written damage to facilities and equipment, inability to provide report indicating the results of these searches is provided adequate programmes and services, budgetary problems, to the Heads of Centres and Area Commissioners.

etc.
etc.

Mass incarceration can pressure Government Officials conducted inmate headcounts on a daily basis.

towards reform because of public concerns about the If the master count confirms the inmate is missing, the dire consequences of overcrowding.

Concerns focus on emergency escape plan is put into action.
Identifying death rates and human rights abuse, riots and violence, inmates and knowing their assignments and daily increasing health problems and the spread of infectious schedule is an important part of unit management hence diseases as well as the substantial cost of incarceration.

each inmate is positively identified before allowing the inmate to enter into different areas of the correctional facility.
1.5.1.2 Incarceration Societal issues such as poverty, a lack of education or employment opportunities, drug or alcohol use and abuse, racial disparity, exposure to others involved in criminal activity, and mental illness that impact the inmate population and crime rate.

These complex societal issues cannot be addressed by a single state agency nor solely by the criminal justice system.
A criminal justice response to some of these factors often occurs because other service systems have not been adequately funded or developed, or they have shifted the responsibility for addressing the issue to the criminal justice system.
There has been a notable increase in the inmate population, which reflects wider societal problems, with many correctional facilities at breaking point, with low budgets, The national inmate population increased by 13 833 (9.7%) for the period 01 April 2022 to 31 March 2023.

The National Overcrowding Task Team (NOTT) in an effort to manage overcrowding, developed a Transfer Plan for the redistribution of offenders from one Region to another.
The redistribution does not result in any reduction, however, it is an effort to decongest the most overcrowded correctional facilities.

The implementation of the Overcrowding Reduction Strategy was strengthened with the training of 241 officials across all six Regions.

The focus of training was more on the implementation of the direct and indirect measures outlined in the Strategy.

The problem of overcrowding is exacerbated by the fact that illegal migrants are often detained before being repatriated.
Sentencing policies that encourage the use of community-based programmes but do not establish any obligation to develop and sustain such programmes are ineffectual and do nothing to alleviate overcrowding.

Where such alternatives to incarceration 27 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 exist, sufficient resources are necessary to support non- custodial measures and to supervise offenders in the community.
In many instances, correctional facilities need some form of replacement or renovation and do not adequately accommodate the existing or increasing inmate population.

A lack of investment in construction and renovation and delays in building new facilities further contribute to overcrowding and aggravate its effects.
Construction of facilities, where undertaken, forms part of the Overcrowding Reduction Strategy to address overcrowding in correctional facilities, inter alia, through measures to decrease the number of persons incarcerated.
There are 53 Correctional Supervision and Parole Board (CSPB) offices nationally which are composed of the Chairperson, Vice-chairperson, two community members who are appointed from the communities by the Minister of Justice and Correctional Services and one official of the Department who is the secretary of the Board.

Members of the SAPS are also co-opted to the CSPBs and have the voting powers if they are present during the parole board sitting.
Their role in the parole process is to advise on the community profile of the area where offenders will be integrated to as well as on the impact that the release of such an offender will have on the community and the crime in general in the area of reintegration.

For the reporting period, SAPS participated in 510 cases where parole was considered.
Although the issue of the contracts of Parole Board members as well as the conditions of service, remains unresolved, the board members continued to be determined and dedicated in carrying out the mandate of the Department while ensuring the integrity of their decisions with regards to consideration of offenders for placement.

Parole Board members were also deployed to assist where vacancies existed.
The decisions of the Parole Boards also consider the risk factors that the placements of offenders may pose to the offenders themselves, communities including victims as well as their successful participation in rehabilitation and developmental interventions which mitigate the risk of re-offending.
During the 2022/23 financial year, the Parole Boards approved 64% of offenders for placement on parole and correctional supervision against the set target of 45% and 36% of offenders were found not ready to be placed on parole or Correctional Supervision and as such they were referred for further interventions such as social work services, psychological services, spiritual care 28 services, skills development, VOD/VOM amongst others.
Participation of victims in the parole processes is also encouraged although victim tracing is still a challenge.

1.5.1.3 Remand Detention The Department through Section 46 of the Correctional Services Act, 1998 (Act No.

111 of 1998, as amended) is responsible for management, the safe custody and well-being of Remand Detainees in the Criminal Justice System.
The White Paper on Remand Detention Management in South Africa (2014) outlines a series of standards and principles in relation to the management of Remand Detainees.
The Department also implements criminal justice system protocols in terms of: (i) Referral of Remand Detainees to court for consideration of their length of detention, (ii) referral of terminally ill or severely incapacitated Remand Detainees to court; (iii) bail review; (iv) temporary release of Remand Detainees to the SAPS for further investigation and early arrivals in court and (v) Audio Visual Remand Protocol.
The Remand Detainee population is influenced by factors such as the nature of crimes and the period spent in pre- trial detention, trial and post-trial phases and these are beyond the control of the Department.

The seriousness of the crime inferred to remand detainees tend to attract detention rather than non-custodial detention.
South Africa’s Remand Detention system co-opts a variety of role-players across the criminal justice system, requiring significant coordination, communication and cross- sectorial support.
This is particularly so if a holistic view of remand detention justice is taken and considers the various preconditions to remand detention, such as stop and search, arrest and police custody, in addition to ancillary factors such as court utilisation, access to legal assistance services and the performance of prosecutorial services.
The Department is committed to create a secure and humane environment for Remand Detainees that allows for the minimal limitation of an individual’s rights, while ensuring that Remand Detainees attend court in accordance with the relevant legislation.

The Department provided Remand Detainees with uniforms with material procured through the transversal contract of the National Treasury.

The overcrowding in correctional facilities increased from 32% on 31 March 2022 to 46% on 31 March 2023.
There are various contributing factors to overcrowding of which the high number of Remand Detainees are one of the factors.

Remand Detainees as a percentage of the inmate DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 population increased from 33% on 31 March 2022 to 36% as at 31 March 2023.
In its efforts to reduce the number of Remand Detainees, the Department focused on the submission of applications to court for review of bail, in line with Sections 63A and 63(1) of the Criminal Procedure Act and for consideration of the length of detention, in line with Section 49G of the Correctional Services Act, 1998 (Act No.

111 of 1998, as amended), however, those applications had a low success rate.
During the 2022/23 financial year, 4 304 of 19 897 referrals under Section 63 (21.63%), and 305 of 25 303 referrals under Section 49G (1.23%) had been successful.

The low success rate with regard to both length of detention and bail review may be equated to the interest of justice factors that have to be considered by the courts and the nature of crimes that the Remand Detainees have been charged for.
The Department’s efforts were also hindered by an increase in the number of Remand Detainees where more than 80% of Remand Detainees are detained without an option of bail.

The delays in provision of legal aid and assistance as soon as possible after arrest may lengthen the pre-trial phase which focuses mainly on the bail application process and the inability to pay bail by the few Remand Detainees detained with the option of bail contribute to the increased stay in detention.
Improving access to the accused persons’ legal services is an important component of the remand detention reform agenda.

The Department embarked on the process of improving the policy environment by revising several policy procedures which were consulted with the Regions and other relevant criminal justice system partners such as the National Prosecuting Authority, Department of Justice and Constitutional Development (court administration) and South African Police Services.
The policies include the 49G Procedure Manual, the manual on the role of the Department in the extradition process (Extradition Act 67, 1962), the manual on temporary release to SAPS for further investigations and other releases and the manual on referral of terminally ill or severely incapacitated Remand Detainees to court in line with 49E of the Correctional Services Act, 1998 (Act No.

111 of 1998, as amended).


The Department conducted training sessions in all the Regions on the strategic and operational plan with a focus on the Technical Indicator Descriptions (TIDs) for improving the understanding and the implementation process thereof.

1.5.1.4 Rehabilitation Rehabilitation is essentially the process of helping and allowing offenders to separate themselves from factors that made them to offend in the first place.
The idea of rehabilitation is to treat each of the major contributing factors in order to give offenders the ability to live a crime- free life after they are released from a correctional facility.

The Department has a constitutional mandate to provide that address offenders’ rehabilitation programmes criminal conducts and behaviour.
The treatment approach currently used to deliver this mandate is grounded on the Needs-Based Model where dynamic factors associated with reoffending are systematically targeted in treatment of offenders’ criminal behaviours.

Section 41 (1) of the Correctional Services Act, 1998 (Act No.

111 of 1998, as amended) stipulates that the Department must provide programmes and activities that meet the rehabilitation needs of offenders.
This Act and the South African White Paper on rehabilitation put a substantial responsibility on the Department since rehabilitation is regarded as a right of offenders and not as a conditional requirement that is subject to accessible resources.

In essence, rehabilitation programmes must guarantee that sentenced offenders do not again depend on criminal activities upon their release.
The Department continues to focus on the proper assessments and structuring appropriate programmes and interventions available within correctional facilities.

the Department delivers reintegrate offenders back Correctional Programmes are one of a number of to interventions which rehabilitate and into communities as law-abiding citizens.

The Department ensured that sentenced offenders with Correctional Sentence Plans (CSPs) have undergone various correctional programmes.
This resulted in a total of 84 443 offenders with CSPs who completed correctional programmes in the 2022/23 financial year.

Some of the challenges experienced in this regard, relate to the absence of an automated integrated system to ensure data integrity and the high turnover of custodial officials who facilitate correctional programmes to offenders.
In the absence of a dedicated structure for this function, the Department implemented correctional programmes through the use of custodial staff who performed this function on an interim basis.

Efforts to manage the challenges encountered, the continuous orientation of custodial officials to facilitate correctional programmes and continuous monitoring visits that were conducted.

included 29 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 During the period under review, a total of 38 195 offenders offered at the various DCS work sites (farms, arts and participated in various occupational and vocational skills craft, production workshops).

These subjects include programmes.

The training of offenders in various skills Agricultural Sciences, Business Studies, Tourism and training and TVET College programmes were aligned Economics.
Offender learners were also encouraged to with the skills needed in various municipal districts with study in the niche subjects i.e.

subjects with a technical the objective of strengthening the local economy.

The element such as Computer Applications Technology Department uses these skills internally to strengthen self (CAT), Applied Agriculture and Agricultural Technology.

-sufficiency and provide offenders with much needed work experience in preparation for their release.
The Department in conjunction with DHET and QCTO is in the process of implementing occupational skills programmes to mitigate the phasing out of DHET legacy vocational programmes.
The Department will further increase offender participation in skills development programmes by training a total of 1 301 on welding, electrical and hairdressing learnerships and assistant chefs, vegetable production, construction related programmes, beauty and related programmes, End User Computing and cloth manufacturing in line with the signed Protocol Agreement between the Department and DHET.
The improvements on earlier versions of the South African Schools Administration Management System (SA-SAMS) necessitated the Department to be on board so that a standardised system is used for the purpose of reporting into a national information system.

This required that newly appointed educators and school clerks be trained on the SA-SAMS.

The SA-SAMS is extensively used to track learner attendance, resource allocation, dropout rates and learner performance amongst others in the FET band.
In order to maintain the integrity of the examinations written in DCS education centres, educators were trained on the National Policy with regard to conduct, administration and management of examination in colleges and AET The Department has once again attained improved centres.

learning outcomes of offenders participating in formal education programmes.
In the 2022 academic year there were extensive efforts made to provide the necessary support to education centres to equip their computer rooms to provide opportunities for offenders to access tertiary education.

A total of 8 223 learners enrolled in the various education programmes (AET L1- L4 and Grades 10 -12).

The improvement in the National Senior Certificate (NSC) Examination Grade 12 results is indicative of the progress made in quality education being provided to offenders.
The 87% pass rate (both the full time and part time registered schools) of offender learners surpassed that of the DBE once again attesting to the quality of education offered at the DCS schools.

The numbers of offenders who sat for the NSC examinations gradually increased from 93 in 2014 to 231 in 2022 i.e.

an increase of 148%.

The annual number of NSC passes has grown from 92 in 2014 to 202 in 2022 i.e.

an increase of 120%.


In terms of the quality of outcomes, it is clear that the numbers of learners attaining Bachelor passes increased by 56%.
In support of the Strategic Framework on Self Sufficiency and Sustainability (SFSSS), schools in the DCS were encouraged and supported to offer subjects that would reinforce skills required to start a business, manage a business or participate in work opportunities 30 The Education White Paper 7 on e-Education: Transforming Learning and Teaching through Information and Communication Technologies (2004) emphasises e-education and the use of ICT to accelerate the achievement of national education goals.
The Department provided funding to purchase equipment to effect combinations of schooling and technology in support of educational reform to support Regions in accessing better and varied information and to provide platforms for learning.

Furthermore, in an effort to continuously improve the quality of teaching and learning through the provision of adequate Learning and Teaching Support Materials (LTSM), the Regions were resourced to obtain workbooks and textbooks.
Funding was also availed for the purchase of computer hardware.

Subsequently an ICT assessment was conducted at correctional centres with a view of assessing the ICT development needs of educators.

The successful implementation of rehabilitation programmes not only assists in reducing reoffending but can also reduce crime and result in direct and indirect fiscal benefits to government.
Direct fiscal benefits include reduced incarceration costs, as offenders will remain law abiding citizens as well as reduce crime victim assistance costs.

Indirect benefits could include reduced costs for DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 public assistance, because offenders receive job training of the bread needs that was registered with the bakeries.
that leads to employment, thereby reducing the level of The value of items manufactured for external clients such public assistance needed.

If rehabilitation programmes as other Government Departments for example Water are operated effectively, these benefits can exceed the and Sanitation, Justice, Public Works and Infrastructure, costs of providing the programmes.
Investment into Kalafong Hospital, and the National Prosecuting Authority better correctional facilities, infrastructure and services was R 1 216 516 during the 2022/23 financial year.

is crucial in creating a rehabilitative environment.
Rehabilitation should be seen as a societal undertaking which incorporates and encourages social responsibility, social justice, inculcation of democratic values and empowering communities with life skills to enable members of society to make South Africa a better place to live in.

1.5.1.5 Self Sufficiency and Sustainability The Department is committed to ensuring that offenders gain skills, education and experiences that will reduce reoffending and in turn make safer communities.
Offenders are engaged in work which provides meaningful, structured days and opportunities to learn skills and responsibilities.
The Department is implementing its Strategic Framework on Self-Sufficiency and Sustainability (SFSSS) to increase self-sufficiency through agricultural productivity, vegetable production, fruit production, milk The departmental farms continued to contribute towards food security by internally producing the various food commodities for offender ration including: vegetables - 9 446 191 kilogram (kg), fruits - 482 525 kg, red meat - 425 400 kg, chicken meat - 1 002 768 kg, eggs - 1 430 284 dozen, pork - 1 745 822 kg and milk- 5 956 421 litres.
The Departmental farms produced 100% of the eggs required, hence the Department did not procure eggs from external providers.

The Department increased opportunities for self-sufficiency and sustainability by increasing offender labour to ensure that offenders who work in the different enterprises are ultimately able to become self-employed and at least plant and harvest vegetables to provide for their communities.
Importantly, these vocations will increase their employability and offer them better work prospects, or better entrepreneurial skills to support them in the case of self-employment.

production, chicken-broilers, chicken-layers, red meat 1.5.1.6 Social Reintegration abattoirs, white meat abattoirs and piggeries that take place at correctional centre farms.
The Department also has production workshops, which include bakeries, wood workshops, steel workshops, textile workshops, a shoe factory, and a lock and key manufacturing workshop.

Key to rehabilitation, is empowering offenders to function effectively upon their release but, equally important, is to ensure that offenders are involved in productive activity whilst incarcerated.

The SFSSS has given the Department an opportunity to demonstrate its innovative capability to generate revenue.
According to Section 50 (1)(a) of the Correctional Services Act, 1998 (Act No.
111 of 1998 as amended), the objectives of community corrections are to afford sentenced offenders an opportunity to serve their sentences in a non-custodial manner, to enable persons subject to community corrections to lead a socially responsible and crime-free life during the period of their sentence and in future, to enable persons subject to community corrections to be rehabilitated in a manner that best keeps them as an integral part of society; and to enable persons subject to community corrections to During the 2022/23 financial year, the Department be fully integrated into society upon completion of their reopened the Johannesburg textile workshop on the 13th December 2022 as per the SFSSS deliverables.
This workshop contributes towards manufacturing of chefs’ sentences.

The Department continues to engage with the communities and different structures including House of Traditional Leaders and encourages the communities food handlers’ uniform for offenders.

The workshop and especially members of the private sector, to embrace provided workplace learning for female offenders at parolees and probationers upon their release by giving Johannesburg Female Correctional Centre.

Production them support.


workshops have also manufactured 80 138 cloth-face masks during the 2022/23 financial year.

A total of 4 604 927 loaves of bread were baked, achieving 99.6% The continued stigmatisation, marginalisation and social isolation of parolees and probationers often lead to reoffending and a continuation of the cycle of crime.

31 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 A lack of support and rejection by communities results promoted through Community Outreach and in reoffending as an ex-offender opts for a better life Community Liaison to ensure accessibility to services, within a correctional facility rather than suffering the networking, coordination and collaboration, partnership effects of being labelled and rejected by society and for employability, marketing and promotions of their own families.
Based on the notion that social correctional supervision as alternative sentence, reintegration is a societal responsibility, the Department advocating for successful reintegration through various forges partnership with various stakeholders to ensure platforms and forums, engagement with community availability of programmes and services.

The outcome structures, Izimbizo, outreach for effective and efficient of programmes rendered through engagements with social reintegration.
A total of 745 Izimbizo were held in various stakeholders ensure employability of parolees 2022/23.

Izimbizo and public VOD’s were held in LMN and probationers.

The Department facilitated 875 (Barberton & Vhembe), Gauteng (Modderbee), KwaZulu- economic opportunities for parolees and probationers Natal (Waterval) and the Free State and Northern Cape to accelerate their skills, address unemployment and Region (Kuruman).

encourage them to venture into entrepreneurship.


In partnership with SASSETA, training was conducted for 39 parolees and victims of crime on New Venture Creation Learnership whilst earning a stipend for a year.

The Department further facilitated the training of 53 parolees, probationers and victims of crime on cell phone repairs coupled with business mentoring and coaching courses at the Heidelberg Correctional Centre and Thohoyandou Management Area.
Community Corrections offices have been decentralised, in order to ensure that services are made accessible to offenders.

Community Corrections consist of 218 fully fledged offices nationally, the offices are located within the different Management Areas within the six Regions, i.e.

Western Cape: 27, Eastern Cape: 40, KwaZulu-Natal: 36, Gauteng: 13, Limpopo, Mpumalanga and North West: 66, Free State and Northern Cape: 37.
These offices enable parolees, probationers, families and communities to Economic opportunities were also provided on cell access services within communities/district they reside.

phone repairs for parolees, probationers, victims of crime There are 435 service points with the aim of decentralising and community members with tool kits and a once off services to the offenders within the community they stipend at Heidelberg, Boksburg, Thohoyandou and reside in.
Service points were established nationally Johannesburg.

Learnership and career development of through partnerships with external stakeholders to ICT SMME’s was provided, with a specific outcome of cell further enhance the accessibility of services.

Service phone repairs with accredited programmes and a stipend points, which are operational on certain days, are usually for the period of 12 months.
The New Venture Creation used for rendering of programmes, consultations and Learnership for parolees, probationers, victims of crime administrations (using SAPS, Traditional Leaders offices, and received a stipend for 12 months at Durban with the courts, clinics, municipalities multipurpose Centres etc.)

intention of capacitating candidates with the knowledge Furthermore, the total number of 58 satellite offices on how to set up own business ventures.
Basic Health were established, as a decentralized service using the and Safety training coupled with manufacturing of establishment of the main office.

The Department has cleaning detergents at Tzaneen and Klerksdorp for established Halfway Houses in partnership with NPOs.

parolees, probationers and victims of crime was provided These Halfway Houses assist in the reintegration of to be able to become detergent manufacturers and offenders who are due for parole placement but have SMME’s.
The Department also availed training centres no monitorable addresses and support systems.

There for training of youth (community members) and is currently only one Halfway Houses in KwaZulu-Natal parolees and probationers on welding and plumbing (Ncome Management Area), however, the Department is skills programmes in partnership with National Youth in a process of establishing others.

Development Agency (NYDA), with a six-month stipend.
These accredited programmes enhance employability and assist participants to venture into entrepreneurship.

Victim participation through the different Restorative Justice interventions has gained momentum in increasing the number of victims who participate in VODs and VOMs.

Social Reintegration of offenders is predominantly This approach is an attempt to ensure that there are 32 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 platforms to talk about the impact or damage of the crime Organisations.

In collaboration with the CJS departments committed between the offenders and their victims.

The (i.e.

SAPS, DoJ&CD, NPA, DSD and NDoH) a court manual victim-centric approach emphasises the importance of for court proceedings has been developed.
Court officials elevating the roles of victims and community members and social workers based at Community Corrections were through a more active involvement in the justice process, trained on the integrated court manual which will assist holding offenders directly accountable to the people they on placement of qualifying cases under the system of have offended and providing a range of opportunities for community corrections.
Non-custodial measures will be dialogue, negotiations and problem solving, which can lobbied at all levels within the Regions to ensure that lead to greater sense of community safety and social accused persons with less serious offences in particular harmony for all involved.
A total of 18 121 victims of crime, are intensively marketed and attended to for possible 5 545 offenders, parolees and probationers participated placement of Awaiting Trials in terms of Section 62(f ) of in restorative justice (VOD/VOM) during 2022/23 financial the Correctional Services Act, 1998 (Act No.

111 of 1998, year.

In its endeavour to ensure that the Department has as amended).
adopted a victim-centric approach, 344 socio-economic opportunities have been created for victims of crime 1.5.1.7 Care within the communities.

The Department conducted an orientation session nationally to enhance service delivery, where all Heads of Community Corrections were orientated on various programmes and activities around social reintegration core functions and management, prevention and tracing of absconders.
The challenges impacting on service delivery that are cross cutting in terms of implementation of policies and procedures were addressed.

Best practices were shared for uniformity and the effective implementation of social reintegration core functions were presented.
The Department has partnered with the institutions of higher learning (University of Zululand, University of Venda, University of Free State and University of Limpopo) to engage in the profiling of communities by using students as part of experiential learning.
Guidelines for prevention, management and tracing of absconders were developed as a tool and guidelines to assist the Department to address the problem of absconding which negatively affects the image of community corrections as a reliable and credible system to administer non-custodial sentences effectively and efficiently.
A revocation tool was developed to ensure that a comprehensive investigation is conducted prior referral to the relevant authority and enhance the decision-making process based on the crime committed or conditions violated prior revocation.
The Department has established a number of strategic and sustainable partnerships with other Government departments, business against crime organisations, civil society organisations, Non-Profit Organisations and Faith Based Health care delivery in the Department is rendered in accordance with national guidelines.

Primary health care providers play a central role in people’s health both in the general population and in the Department since they are often the first health care providers people consult.
Furthermore, primary health care has been shown to reduce poor health and mortality rates when patients are provided with early treatment, better (chronic) disease management and increased receipt of preventive care.

The National Department of Health (NDoH) legislation, policies and guidelines contribute to the key outputs which are consistent with the Sustainable Development Goals (SDGs) and the NDP Vision 2030, i.e.
increasing life expectancy through prevention and management of communicable diseases such as HIV, Sexually Transmitted Infections (STIs), Tuberculosis (TB) and non-communicable diseases (i.e.

diabetes, hypertension, asthma, cancer, mental health) amongst others.

The Department achieved a Tuberculosis (TB) cure rate of 97% (306/317) for offenders against the target of 91% which is indicative of the progress made towards fighting the TB epidemic during the 2022/23 financial year.
An achievement of 97% (1 155/1 192) for offenders’ viral load suppression rate (at 12 months) was realised.

This performance contributed towards strengthening Government’s concerted effort in improving the quality of life of people living with HIV as well as minimizing HIV transmission.
Inmates with chronic conditions are reviewed by a medical practitioner every six months to ensure treatment quality, relevance, and access to health care services as well as to detect the emergence of any comorbidities and or complications of chronic diseases.

Good nutrition is imperative if the 33 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 fight against diseases is to be achieved.
In meeting the the Department’s core business service delivery and nutritional needs of inmates, 5% (8 518/157 056) of inmates administrative functions.

The main barriers to achieving who qualified were prescribed with therapeutic diets.

robust IT modernisation relates to limited and inadequate This enhanced the effectiveness of prescribed treatment funding in relation to network bandwidth upgrades, for communicable and non-communicable diseases.
cabling, backups and establishment of disaster recovery The Department’s response against non-communicable sites.

diseases led to the achievement of 216% (73 997/34 336) for screening of diabetes and 230% (68 668/29 912) 1.5.2 Significant events and projects screening for hypertension.

Despite the upliftment of the state of disaster for COVID-19, the Department continued to test for COVID-19 and 100% (1 027/1 027) of those that were eligible for testing were tested.
1.5.1.8 Information Communication Technology Below are some of the significant events that took place in the 2022/23 financial year to manage, coordinate and promote service delivery within the Department.
Minister of Justice and Correctional Services engagement with the Carolina Community in The Master Information Systems and Security Technology Mpumalanga to fight the scourge of GBVF Plan (MISSTP) articulates the vision for the development of security technology and an inclusive information service within the Department that keeps pace with Government policy shifts, strategic imperatives, socio- economic and technology factors.
The MISSTP aligns security technology, enabling information systems, facilities, services and skills with the strategic outcomes and value chain to ensure reliable and sustained service delivery in the short, medium and long term.

The Department rolled out LAN (Switches) to 65 sites to cover the national footprint of Correctional facilities, Community Corrections, Regional Offices, Colleges and Head Office.
Additionally, the Department implemented the Voice over Internet Protocol (VoIP) telephone management system to 22 out of 28 prioritised sites nationally.

The Department in collaboration with other State Owned Entities (SOEs) upgraded the Microsoft services, the Exchange server migrated from 2016 to 2019, privilege access workstation has been implemented on the desktop operating system to enhance security.

In addition active directory hardening (security settings) has been implemented.
Coupled with that is the upgrade of the Structured Query Language (SQL) database.

The implementation of Power BI (Business Intelligence) which will enhance smart reporting and SharePoint and which will enable business process automation and records management is at the final stage.

The Minister of Justice and Correctional Services engaged the Carolina Community and all sectors of society to join hands with Government to fight the scourge of GBVF.
The community outreach campaign, hosted under the theme: “Fighting the scourge of Gender-Based Violence: Year of the Community”, was aimed at promoting active citizenry and collaboration between Government institutions, Non-Governmental Organisations (NGO), business sector and communities to protect the rights of women and children.

GBVF has reached crisis proportions and warrants urgent intervention by Government, working with the community and other relevant stakeholders.
The Minister of Justice and Correctional Services called on the community to report GBVF crimes to the police and encouraged the community to report corruption by Government officials.
A number of stakeholder departments and entities under the umbrella of the Ministry of Justice and Correctional Services also presented interventions to deal with the scourge of GBVF, including the South African Police Service, National Prosecuting Authority, Legal Aid South Africa, and the National Register for Sex Offenders.
The Department offers diverse correctional and skills programmes, which are aimed at correcting inmates’ offending behaviour and empowering them with skills to become productive citizens upon their release.
The community was encouraged to accept and support offenders when The Department’s technology infrastructure remains they are released as part of their rehabilitation so that challenged and under developed, relative to the fast the offenders can become good ambassadors of the changing and ever evolving technology advances in Department.

the world market, in particular, the modernization of 34 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Correctional Services hands over a newly built house Dialogues (VODs) to initiate and promote reconciliation to the Cevana family, in Harding.

between the offenders and victims of crime in line with The Department of Correctional Services (DCS), Police and Prisons Civil Rights Union (POPCRU) together with the Harding Relief Projects (HRP) brought social relief to the Cevana family as they handed over a new house built by parolees.
After a traumatic fire incident that guttered down their RDP house on 17 September 2021 in the restorative justice approach.

The community also plays a vital role in aiding parolees and probationers to be seamlessly integrated back into society, thus preventing reoffending.

Communities were implored to embrace parolees as a way of giving them a second chance to rebuild their lives and become productive citizens.
Harding, Ms Nombulelo Cevana was forced to reach out Launch of Youth Empowerment Initiative in to her neighbours in search for shelter.

The reconstruction Amakhaya, Mpumalanga began on 15 December 2021 and was completed on 30 April 2022 through offender labour under Kokstad Management Area.
The Deputy Minister of Correctional Services officially launched a Youth Empowerment Initiative to uplift and draw more young people of Amakhaya in Mkhondo Collaboration with stakeholders to tackle the scourge Local Municipality, under Bethal Management Area, of Gender-Based Violence and Femicide to participate in the economic development of the On 13 May 2022, the Department joined other sister departments and entities including Justice and Constitutional Development, Social Development, South African Police Service (SAPS), National Prosecuting Authority and various civil organisations to take Government services to the people as part of the Ministry of Justice and Correctional Services Imbizo, held at Delft, in the Western Cape province.
The Imbizo was held under the theme: “Fighting the Scourge of Gender-Based Violence and Femicide (GBVF): Year of the Community”.

The Department contributes towards a safer, just and peaceful society, to address issues that contributed to offending.

Community members were encouraged to engage with all stakeholders’ present, raise questions and provide proposals on how society can, collectively wage a war to end GBVF.
The National Strategic Plan that is aimed at combating GBVF seeks to address the needs and challenges faced by all, especially women across age, sexual orientation, sexual and gender identities affected and impacted by the GBVF scourge in South Africa.
Government interventions have been put in place to combat GBVF and ensure the safety of women and children, including the establishment of Family Violence, Child Protection and Sexual Offences (FCS) units, with dedicated desks at 381 police stations across the country.

More than 91 000 police officers received training on victim empowerment, domestic violence and sexual offences related programmes to ensure that there are victim-centred services provided by officers at police stations.
As part of the social reintegration of parolees and probationers, the Department hosts Victim-Offender area and alleviate poverty.

The Department entered into a Memorandum of Understanding (MoU) with the Madabukela Traditional Council wherein 50 hectares of land was donated to the Department, to enhance self- sufficiency and sustainability.

Another 25 hectares of land was handed over to a selected youth from Amakhaya as part of the Youth Empowerment Initiative, to gain skills in farming.
This event coincided with Youth Month, which is celebrated yearly to commemorate the 1976 Soweto Youth Uprising.

The purpose of the initiative is to expound on various community outreach programmes conducted by the Department, including programmes on reintegration and food security using of offender labour, amongst others.
The Madabukela Traditional Council and community members were informed that the Department will use own resources to farm both pieces of land, with the assistance of parolees and probationers who will use the farming skills acquired during their incarceration.

Parolees and probationers will assist in creating and maintaining farming projects that will provide food for the community.
The collaboration between the Department, Mkhondo Local Municipality, under Gert Sibande District and the Department of Agriculture Land Reform and Rural Development (DALRRD) promotes positive stakeholder relations between Government departments and the private sector to enhance service delivery to the communities.

The partnership with the Madabukela Traditional Council empowers the unemployed youth and alleviates poverty whilst contributing to the economic development of the area.
35 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Victim Offender Dialogue (VOD) session convened to amenities include a sports field and ablution facilities urge traditional leaders to adopt reintegration as a which were refurbished utilising offender labour, as well community responsibility The White Paper on Corrections in South Africa (2005) advocates for greater integrated planning amongst Government departments and external stakeholders to ensure safer and secure communities.
The VOD, held in Kuruman on 29 June 2022, in Northern Cape called on traditional leaders to join forces with the Department in order to address challenges of reoffending and victimisation of survivors of crime.

The Department initiates VOD sessions wherein offenders and victims of crime meet face-to-face in a secure setting to seek healing, gain closure and restore peace.
The Department highlighted the importance of an integrated system with traditional councils, civil and social societies in ensuring as a vegetable garden working in partnership with Old Mutual.

Ba’One is a centre that empowers people living with intellectual disability with skills programmes in the arts sector.
The centre is managed by retired educators who have been trained in Special Needs Education and provides various vocational skills including knitting, needlework, woodwork, paper recycling, beading, and leatherwork to mention a few.

The Department provided learners with manufactured items, such as chairs made from recycled materials with funds donated by Old Mutual.
The Department is leveraging on its vast array of skills and extensive network of partners and stakeholders to create safer communities and to be an agent for social upliftment.

a smooth reintegration of offenders back to their Partnership with MultiChoice to deliver a communities.
The Department remains committed to multipurpose sports facility at Mchaka High School working with traditional leaders to ensure that traditional in Bushbuckridge councils become points of contact for services rendered by parolees and probationers.

Traditional leaders were encouraged to take advantage of various reintegration programmes, including the involvement of parolees and probationers in community projects.
The skills and competencies acquired by offenders must also be utilised in supporting developmental infrastructure projects and upliftment of communities in-line with the District Development Model (DDM) which is an all-of-government approach, including local and district municipalities and national departments aimed at improving integrated planning and service delivery to communities.

During the VOD session, ex-offenders showed remorse and asked for forgiveness from the family and the community at large.
The Department urged the offenders and parolees to be good ambassadors of Correctional Services upon their release and avoid being drawn back to the life of crime.

The community was encouraged to support the rehabilitation process and give offenders a second chance to contribute positively in their communities The Department officially opened a modern sports facility at the rural village of Cunnigmore B in Bushbuckridge on 08 July 2022 in partnership with broadcasting giant, MultiChoice Group.
The project forms part of the corporate social responsibility of the Minister of Justice and Correctional Services geared towards community development and unlocking access to sports and recreational amenities in underprivileged communities.

The first phase of project, i.e.

the construction of grandstands of a revamped sports field at Mchaka High School, was completed using offender labour.
In order to build on the good work done during the initial phase, the Department secured support from the MultiChoice Group to make a meaningful difference in the lives of learners and the broader community.

The football and netball sports facilities built at Mchaka High School in Cunningmore B, also benefit many learners from neighbouring communities.
This facility will nurture the talents of children from Cunningmore B and neighbouring communities to enable them to become professional Handover of revamped sports field and ablution players in the future, and to go further to play their trade facility at Ba’One Intellectual Disability Centre, beyond the shores of South Africa.
Kuruman Community out-reach to the elderly in Kokstad, as The Deputy Minister of Correctional Services, handed part of Mandela Day celebrations over revamped amenities to Ba’One Intellectual Disability Centre, in Kuruman, Northern Cape, as part of the departmental community outreach programme.
These The United Nations has declared the 18 July as Nelson Mandela International Day, to celebrate the life of the global icon and South Africa’s first democratically elected 36 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 President of the Republic of South Africa, the late Nelson important initiative to fight hunger and poverty in the Mandela.

The month of July has been declared Mandela community.
Month which is used as a clarion call for people to support and participate in the campaign by bringing about sustainable interventions with lasting impact.

As part of the Nelson Mandela International Day celebrations, the Minister of Justice and Correctional Services, together with a team of health professionals including doctors and nurses conducted medical screenings to the elderly at Elonwabeni Old Age Home, in Kokstad, on 18 July 2022.
The Department heeded the call to improve the lives of South Africans, including vulnerable groups and handed over groceries including produce from correctional services farms to the home.

The Elonwabeni Old Age Centre is a Non-Profit Organisation that houses over 60 male and female elders from Kokstad and surrounding areas, offering them accommodation, food and basic healthcare services.
Officials within the Department continue supporting the old age home and maintain a working relationship with the local authorities.

The Kokstad Local Municipality, committed to ensure that the old age home receives all the necessary support required.
Donation of computers to Mphaphuli Secondary School in Sibasa in partnership with the UNODC The Minister of Justice and Correctional Services, in partnership with the United Nations Office on Drugs and Crime (UNODC) Regional Office for Southern Africa handed over eleven computers to Mphaphuli Secondary School on Monday, 01 August 2022.
This important intervention which forms part of the commemoration of World Day Against Trafficking in Persons, is expected to result in better teaching and learning outcomes.

The advent of technology has integrated the world into one global community, which has advantages and dangers including trafficking in persons, drug trade, cybercrimes and cyber-bullying among others.
Trafficking in persons is on the rise across all regions of the world, and the perpetrators are increasingly using digital platforms and the internet to lure unsuspecting victims with promises of better opportunities, jobs and education.

It is important that young people are educated about the new forms of cybercrime that continue to emerge so that they are alert at all times.

The learners were encouraged to use the computers for their intended purpose and to safeguard these important learning tools.
The Department further assisted the school to develop a vegetable garden as an Refurbishment of Marabastad house using offender labour On 27 July 2022, the Department handed over a refurbished home to a child-headed family in Marabastad, Fezile Dabi District, as well as the provision of basic necessities and knitted items made by male juveniles at Phekong Old-Aged Home in Kroonstad.

The Gqozo family was assisted through the poverty alleviation project of the FS/NC Region.
Through the offender labour programme and the production workshop initiative, both of which are in-line with the ethos of self-sufficiency and sustainability, offenders built a habitable structure for the family.

The structure is fully furnished with kitchen units, wardrobe, beds and revamped couches using funding from officials within the Department as well as donations from other stakeholders such as Glasfit, Bathuse and 7 Stars.
The local municipality was encouraged to collaborate with the Department in future initiatives to uplift communities.
Engagement of traditional leaders on their role to fight gender-based violence and drug prevention The Deputy Minister of Correctional Services, held a dialogue on the role of traditional leaders on GBVF and drug prevention, in Limpopo, on 03 August 2022 in conjunction with the United Nations Office on Drugs and Crime (UNODC), Universities of Venda and Limpopo and Limpopo House of Traditional Leaders.
The dialogue focussed on the distinguished roles played by traditional leaders in working together with Government to fight the scourge of GBVF and drugs ravaging communities.

Chapter 12 of the NDP, acknowledges that GBVF in South Africa is unacceptably high, hence Government has put in place action plans to combat this pandemic.

The dialogue highlighted that GBVF and drug abuse have no place in society and called on all formations in society to partner with government to fight this pandemic.
The importance of the collaboration between traditional leaders in communities and government was highlighted as the institution of traditional leadership was and remains a common and legitimate form of authority over many people living outside urban areas.

Perpetrators of GBVF lack a strong value system and moral authority which further emphasises the important role played by traditional leaders in preventing moral decay in society.

37 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 Launch of Life Skills Programmes for Remand Partnership with Inxuba Yethemba Local Municipality Detainees to promote service delivery The Correctional Services Act, 1998 (Act No.
111 of 1998 as amended) and White Paper on Remand Detention Management in South Africa (2014) stipulates that the provision of services and programmes to Remand Detainees should be linked to the rights specified in the Constitution of the Republic of South Africa, 1996 (Act No.

108 of 1996).
108 of 1996).

On 30 August 2022, the Deputy Minister of Correctional Services, launched life skills programmes for Remand Detainees at the Polokwane Management Area, which consists of three sub-programmes, including general life skills, addictive behaviour and restoration of relationships.

Remand Detention facilities are solely responsible for housing detainees who are still awaiting trial and are presumed innocent under the Constitution of the Republic of South Africa, 1996 (Act No.
108 of 1996), until proven otherwise.

Remand Detainees are people who have been arrested and may have been refused bail, cannot afford bail and awaiting the start or completion of their trial.

The life skills programmes introduced by the Department are aimed at self- development, empowerment, awareness raising and will further enhance coping skills while being remanded in correctional facilities.
The life skills programmes are also part of the latest additions to other programmes and services currently offered to Remand Detainees namely; spiritual and health care, social work and therapeutic is actively The National Commissioner of Correctional Services visited the Middelburg and Cradock towns under the Chris Hani District Municipality, in Eastern Cape, to promote rehabilitation and social reintegration programmes which are designed to help offenders change the patterns of behaviour by providing various forms of therapy to focused rehabilitative needs.
The offence address rehabilitation programmes offered help to develop life skills, provide counselling and support and help build constructive days, routines and reinforce good habits.

The Department has invested in the operations of the in community community and programmes which not only assists to market facilitates the departmental programmes, but also successful reintegration of ex-offenders back into the community.
A new integrated district-based approach to address service delivery challenges was adopted by Government to promote accelerated service delivery and diminish the impact of the triple challenges of poverty, inequality and unemployment.

The District Development Model is a practical Intergovernmental Relations (IGR) mechanism designed to enable all three spheres of Government to work together, with communities implement and stakeholders to plan, budget and collaboratively.
involved 12th Funda Mzantsi National Championship interventions as well as educational programmes.
The The collective effort from the Department and all Programme covers the following key areas: • General life skills focusing on emotional well-being, emotional intelligence; • Problem solving instead of committing crime to resolve their challenges; • Addressing addictive behaviour related to substance abuse and any other addictive behaviour; • Dealing with peer pressure; • Conflict management; • Restoration of relationships; • Domestic violence and its impact; and • Anger management skills.
stakeholders ensured a successful Funda Mzantsi Championship (FMC) held in George, Western Cape Region.

The primary objective of this competition is to institute change in terms of books, lifelong learning opportunities, developing and promoting indigenous languages.

The contestants showed off their abilities to review books, read impromptu, debate and spell words in all 11 official languages.
With this ability, the contestants demonstrated that languages are part of what makes South Africa a unique nation.

Various stakeholders were involved in the FMC to promote the passion for reading while offenders were provided with an opportunity not just to read but to learn other indigenous languages.

The participants demonstrated worthy effort throughout the While the Remand Detainees detained in correctional competition.
Registering 12 years of FMC is an indication facilities are encouraged to enrol and complete the that this initiative is progressive with a growing number modules of these life-changing programmes, the fully- of book clubs.

The Department participated in over 87 fledged rollout is hindered by inadequacy of personnel.

book clubs in the English language.

38 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 Partnership with United Nations Office on Drugs and as their families and community members on a discourse Crime The Department met with the United Nations Office on Drugs and Crime (UNODC) SADC Regional Programme Officer on 06 October 2022, at the George Management Area, Western Cape Region.
Stakeholders engaged on strategic plans and projects that UNODC can provide to the Department as part of mitigating factors against the high levels of crime and drug abuse.

The UNODC was established to contribute to global peace and security, human rights and development by making the world safer from drugs, crime, corruption and terrorism.

The Department has partnered with the UNODC to enhance the rehabilitation of offenders, strengthen efforts in crime prevention and create drug free societies.
South Africa continues to engage neighbouring countries on interstate transfer of inmates as endorsed by the Minister of Justice and Correctional Services.

Interstate transfers of offenders can be made possible, if implemented in consultation with inmates whilst observing their human rights.
The session further included a discussion on the United Nations Standard Minimum Rules for the Treatment also known as Nelson Mandela Rules, United Nations Rules for the Treatment of Women Prisoners and Non-custodial Measures for Women Offenders, commonly known as the Bangkok Rules, GBVF, reoffending of parolees, reviewing of correctional programmes, educating inmates on drug that is aimed at identifying harms and needs through accepting responsibility and promoting reconciliation.
The progressive work done to highlight the needs and rights of victims in the criminal justice process includes the United Nations Declaration of Basic Principles of Justice for Victims of Crime and Abuse of Power as well as the Handbook on Justice for Victims which provides strategic models for victim-centred responses to crime.

The Integrated Victim Empowerment Policy is aimed at shifting the emphasis of government’s response to crime from conviction of the offender to services for the victim.
The Department is guided by the White Paper on Corrections in South Africa (2005), which encourages restoration of justice between offenders, victims and communities in consultation with other stakeholders such as members of the Justice Crime Prevention and Security cluster.
The Memorandum of Understanding (MoU) between the Department and UNISA focuses on harnessing the strength of both institutions, ensuring the coordination of dialogues, implementation of policies and the production of knowledge in a quest to contribute to a safer South Africa.

Social acceptance is important within communities; a lack thereof may lead to rejection and victimisation.
Communities need to be educated about ex-offenders and the challenges that they face, their vulnerability and the type of support required.

abuse and health standards in correctional facilities which Combatting of drug abuse in partnership with is affected by factors such as overcrowding and limited Traditional Leaders the international community access to primary healthcare.
The African Union’s Department of Health, Humanitarian Collaboration with UNISA to propagate a victim- Affairs and Social Development (HHS) hosted a two-day centric restorative justice system catalytic Drug Demand Reduction meeting for South On 27 October 2022, the Department and the University of South Africa (UNISA) held a hybrid colloquium under the theme: “Towards a victim-centric approach for the successful social reintegration of offenders” at Kgoši Mampuru II Management Area, Gauteng Region.
The colloquium was attended by policy makers, scholars, researchers, ex-offenders, victims of crimes and psychologists amongst others, who engaged on valuable discussions and shared knowledge around the mentioned theme.

The Department hosts VODs as part of restorative justice, whereby offenders and victims meet face-to- face in a secure setting to seek healing, gain closure and restore peace.
Restorative justice is an approach to justice that seeks to involve offenders and victims of crime as well Africa’s Traditional Authorities and Leadership on 1 – 2 November 2022.
The collaborative session between the Department, the Office of Global Programmes and Policy, Bureau of International Narcotics and Law Enforcement Affairs, a State Department in the United States of America and United Nations Office on Drugs and Crime (UNODC) was conducted under the theme: “Solidarity in addressing drug addiction and related mental health disorders”.
The purpose of the event was to understand public health problems in jurisdictions under traditional leadership due to increased availability and use of psychoactive substances that are trafficked and also produced locally and to create a national network of Traditional Leaders to facilitate implementation of drug action plans.

South 39 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Africa’s criminal justice system, which the Department Launch of Gender Responsive Centre for incarcerated is a core component, plays an important role in efforts women in South Africa to fight crime and eradicating substance abuse in and beyond African shores.
Amongst stakeholder’s present were representatives of the National House of Traditional and Khoisan Leadership, the Central Drug Authority (CDA), South African National Aids Council, Department of Social Development, International Technology Transfer Centre and others who presented various mechanisms that can be used to realise a drug-free environment, particularly within jurisdictions under Traditional Leadership in South Africa.
The session also provided an opportunity for a closed group discussion by Traditional Leaders to define their role in the Drug Demand Reduction Architecture of South Africa.

Traditional Leaders, as guardians and promoters of the socio-economic wellbeing of the people, pledged to curb harmful effects of drug infiltration in communities.

The Department launched the first of its kind Gender Responsive Centre for incarcerated women in South Africa on 12 December 2022, in Atteridgeville, Gauteng Region.
The Centre was established taking into consideration the various aspects that shape the context of women’s lives and impact on their criminogenic behaviour in South Africa, comprising of victimisation, violence, Gender- Based Violence, poverty, marginality and personal consumption of drugs.
Correctional centres have been largely built on the experiences and needs of males, therefore it is essential that services are purposefully and intentionally provided to respond to the specific needs of every inmate and provide opportunities to influence the lives of those incarcerated in order to help them rebuild a sense of control, empowerment, self-efficacy and self- worth.

Female offenders constitute a small proportion Launch of the Festive Season Security Operations of the total inmate population.
Female offenders are campaign The Department in collaboration with sister departments in the Justice, Crime Prevention and Security (JCPS) cluster launched its Festive Season Security Operations (FSSO) campaign on 05 December 2022 at the Barberton Management Area in the Limpopo, Mpumalanga and North West (LMN) Region.

The festive season is notoriously associated with the escalation of criminality and attempts by inmates to escape from custody.
The Department has adopted a defensive and counter approach in dealing with any security breach, threats or emergencies.

This is done by implementing the Standard Operations Procedures (SOPs) to ensure that there is proper preventative, detection and appropriate response such as screening of internal and external environment to manage any security breach.
The Department works in tandem with the JCPS cluster, Traditional Councils and the community to fight crime and aid the reintegration often detained in conditions characterised by amongst others overcrowding, violence and a lack of gender medical attention.

The Department therefore launched the Gender Responsive Centre to affirm its commitment in making the Bangkok Rules a living reality.
The environment is trauma-informed, focusing on promoting the psychological, physical, social, educational, spiritual health and wellbeing of all women.

This initiative is in- line with the Government’s commitment to implement the United Nations Rules for the Treatment of Women Prisoners and Non-Custodial Measures for Women Offenders, also known as the Bangkok Rules.
The end goal for the Department is to have an ideal centre where the Bangkok Rules finds full expression and through this centre the Department can respond to these needs of women to ensure that their period of incarceration is conducive towards their rehabilitation, development and reintegration once they are released.

and monitoring of parolees and probationers.


Members Class of 2022 Matric offender learners achieve 87% of society are expected to form part of efforts to address pass rate crime and corruption by participating in community activities and reporting criminality.

Some of the measures implemented during the period of the campaign include imposing limitations on the movement of offenders and stringent measures in processing goods entering correctional facilities.
The DCS Matric class of 2022 obtained an 87% pass rate, which represents a 10% increase compared to the 2021 pass rate of 77%.

A total of 17 schools enrolled for the 2022 National Senior Certificate (NSC) Examination, comprising of 231 offender learners, of which 202 passed.

A total of 11 out of 17 schools achieved 100% pass rate.

The Department continues to advocate on educating 40 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 to rehabilitate and reintegrate offenders.
Usethubeni and the Local House of Traditional Leaders who affirmed and Baviaanspoort Youth Centres in KwaZulu-Natal their support for an initiative to build infrastructure that and Gauteng Regions respectively have achieved will enable offenders to use the skills that they have 100% pass rate for seven consecutive years.

Estcourt acquired during their period of incarceration.
Community Correctional Centre (Sicebengolwazi Secondary School) members were afforded with an opportunity to raise and Mangaung Centre (Liberty Independent Secondary questions and challenges that they face.

School) made history by achieving 100% pass rate on their first year of enrolling for the NSC.

These are amongst a few of the outstanding performances carried out by the DCS schools in 2022.

Education in correctional centres has long term benefits for the country.
Ex-offenders with no or little education have lower prospects of finding gainful employment and resort to crime if they cannot overcome the myriad of barriers experienced after release.
DCS Imbizo with Tshivhase Royal House and Kara Heritage Institute at Tshikombani Village, Limpopo Province Engagement with Traditional Leaders at Vhembe District Chambers in Thohoyandou The Department held engagements with Traditional Leaders at Vhembe District Chambers in Thohoyandou on 27 January 2023, to articulate the important role that traditional leadership plays in areas under their jurisdiction and called for closer working ties to create a safer South Africa.
Traditional Leaders play a central role in fighting crime through community mobilisation that identifies and alerts the police about crime in their neighbourhoods.
Traditional Leaders were engaged The purpose of the Imbizo was to infuse values espoused on the conditions of release and assistance required by in the White Paper on Corrections in South Africa (2005) parolees to use the skills imparted to them during their to the community and join hands with stakeholders to period of incarceration, for their sustenance and for the tackle the plight of youth unemployment in order to benefit of the community.

Traditional Leaders help to build a better South Africa.
The outreach programme was ensure that parolees abide by the conditions of their also geared towards educating both traditional leaders release and further assist in persuading families to accept and members of the community on how to receive them back into their household.

The Department has parolees and probationers when they are released into a longstanding commitment to work with traditional community corrections.
Offenders are often faced with leadership institutions and communities to build a moral significant social adaptation issues upon their release and ethical society.
Collective leadership responsibility from correctional facilities, which include community is necessary to build a cohesive and caring society and stigmatisation such as rejection and criticism and Traditional Leaders are central towards arresting the the ensuing negative impact on their ability to find moral decay in society which leads to overcrowding in employment to help them rebuild their lives.

This rejection correctional facilities.


The Executive Mayor of Vhembe creates a conundrum where offenders’ risk getting District Municipality, welcomed the partnership between caught up in a vicious cycle of reoffending.

All spheres Traditional Leaders and Government across all three of Government have a key role to play in nation building spheres to build a people-centred Government that is and fostering social cohesion to ensure a coordinated responsive to the needs of the citizens.
an integrated response to the service delivery needs of the community.

The community was urged to assist the Department by receiving offenders with warm hands and giving them a second chance.

The Tshivhase Royal House assured the community and all stakeholders that they will be playing their part in making sure that they educate communities on how they should welcome offenders back into society.
Amongst other stakeholders’ present were Limpopo MEC for Sports, Arts and Culture, MEC for Transport and Community Safety, Executive Mayor for Vhembe District, Mayor for Thulamela Local Municipality Mental Health Summit for healthcare practitioners The Department held a four-day National Mental Health Summit for healthcare practitioners consisting of nurses, medical doctors, social and spiritual workers, pharmacists, psychologists and psychiatrists as part of ensuring that the mental health and well-being of officials and inmates become a priority.
The purpose of the summit was to provide an update on the status of mental healthcare amongst inmates and officials in the Department.

The World Health Organisation (WHO) defines health as a 41 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 state of complete physical, mental and social well-being correct and rehabilitate offenders.
The VOD session was and not merely the absence of diseases or disabilities, followed by a Community Imbizo, where the community hence the Department has adopted a comprehensive of Willowmore and surrounding areas were given an approach in the provision of healthcare services to opportunity to engage relevant stakeholders on service officials and inmates.

The Mental Health Care Act, 2002 delivery challenges including crime patterns in the (Act No.

17 of 2002) regulates access to and provision of area.
Stakeholders who attended the VOD included the mental health care, treatment and rehabilitation services Departments Justice and Constitutional Development, to various categories of mental healthcare users including Social Development, Health, South African Police Service mentally ill inmates.

This summit was the first summit and Sarah Baartman District Municipality.

Collectively, the that focused on mental healthcare in the Department.
relevant stakeholders agreed that more work needs to be All healthcare practitioners came together to engage done and further visits to Willowmore are necessary to and share knowledge on issues around legislations and address the challenges raised.

operations.
operations.

The discussion also included the delivery of comprehensive mental health services and programmes through a multi-disciplinary approach inclusive of spiritual, psychosocial support and health care services to ensure that the mental healthcare needs of inmates and officials are addressed.

In-depth and robust discussions were held to address challenges around mental disorders including depression, anxiety, post-traumatic stress disorder and schizophrenia to mention a few.
Mental health is one of the programmes that cut across the mandates of various stakeholders and sectors and requires intergovernmental collaboration at all levels.

The Department prioritises partnerships with other external healthcare specialists and institutions to share knowledge on how to observe and manage officials and inmates with mental disorders.
Willowmore Victim-Offender Dialogue Mbanjwa family receives a new house The Department handed over a newly built house to the Mbanjwa family in the KwaShange village on the outskirts of Pietermaritzburg on 15 March 2023.

This follows a disaster that befell the family on 09 November 2022, when devastating floods destroyed their home, leaving Khanyisile Mbanjwa and seven children under her care without shelter.
Inspired by the spirit of Ubuntu, the neighbours responded swiftly to provide temporary accommodation to the family, while the local Councillor from uMgungundlovu Municipality, also aided to build a new house.

The Soventein Community Corrections office and Gift of the Givers joined hands to restore the dignity of the Mbanjwa family, with the Department providing offender labour and Gift of the Givers sponsoring building material.
Parolees used the building skills they learned In pursuit of its commitment to restorative justice, during incarceration to the benefit of the Mbanjwa the Department hosted a VOD on 14 March 2023, at family.

The work done by the parolees will go a long way Willowmore in the Eastern Cape Province.

During the in redefining their role in society.

VOD session, parolees showed remorse and asked for forgiveness from victims and the community of Willowmore.
Both parolee and victim received certificates from a local business providing economic opportunities to assist them in becoming self-reliant business owners.

The VOD is part of the Department’s restorative justice approach, which creates a platform for conflict resolution processes and actively involves offenders, victims of crime and communities in seeking closure, restoring peace and healing.
It further provides an opportunity to victims of crime and offenders to engage face-to-face and testify on the ordeal of the crime committed, the impact thereof as well as identify harms and needs through accepting responsibilities and promoting reconciliation.
VOD is part of the various programmes offered by the Department to Significant event at the Mangaung Correctional Centre (Escape of Offender Bester) The Department entered into contracts with the preferred bidders to design, construct, finance and operate a private prison led by the Department of Public Works in collaboration with the Department of Finance during 1997.
This agreement was aimed at acquiring additional accommodation (2 928 bedspaces) and learn best practices which will in turn be rolled over to other correctional facilities in ensuring that offenders are detained and rehabilitated in a safe and humane environment.

In terms of the written agreement concluded between the Department and Bloemfontein Correctional Contracts (Pty) Ltd on 24 March 2000 (the 42 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 concession agreement), Bloemfontein Correctional initially reported by the Contractor but had escaped from Contracts (Pty) Ltd (further referred to as the contractor) a lawful custody.

The Department subsequently called operates the Mangaung Correctional Centre (MCC) as a media briefing to inform the public of the escape of a Public Private Partnership (PPP) Correctional Centre Offender Bester and his profile was circulated accordingly.
under sections 103-112 of the Correctional Services Act, The Department initiated a manhunt in conjunction with 1998 (Act No.

111 of 1998 as amended).

The contractor other law enforcement agencies for Offender Bester commenced with operations on 1 July 2001 with a which subsequently led to the offender and his alleged completion date of 30 June 2026.

In terms of Section 107 accomplice/s being arrested within a month of the of the Correctional Services Act, 1998 (Act No.
111 of 1998 declaration by the Department.

as amended), the contractor appoints a Director with the prior approval of the National Commissioner, as the Head of the PPP facility.

In a PPP facility there is a DCS Controller (Appointed in terms of Section 105 of the Correctional Services Act, 1998 (Act No.

111 of 1998 as amended) by the National Commissioner), Deputy Controller and other officials who are responsible for overseeing the contract on behalf of the Department.
The DCS Controller must, as provided for in section 106 of the Correctional Services The following significant findings were noted on the Investigation Report of the escape of Offender Bester: • The Contractor allowed a private vehicle to enter into the correctional centre through the sally port without a gate pass.

• The Contractor segregated Offender Bester for own safety to Broadway unit without approval of DCS Controller in terms of the contract Act, 1998 (Act No.
111 of 1998 as amended), monitor the • The Contractor failed to ensure supervision in daily operations of the PPP Correctional Centre.

Broadway unit where the incident occurred.

Offenders have a right in terms of Correctional Services Act, 1998 (Act No.

111 of 1998 as amended) to request to be segregated from the other offenders if they fear for their lifes.
When Offender Bester felt that his life was threatened • The Contractor failed to provide the DCS Controller with video recordings of Broadway unit, which indicates a failure to house block security as all activities were not monitored.

he submitted a written request to be segregated from • The Contractor failed to ensure effective patrolling other offenders.
Upon receipt of the application from around the centre between 19:00 and 19:30 (night) Offender Bester, the Contractor requested approval from on the 02 May 2022.

• The Contractor’s intelligence system failed to gather, analyse and disseminate information hence no alert of an escape which was planned.

• The Contractor misled the Department by reporting an unnatural death of Offender Bester instead of aided escape.
The Investigation Report recommended that penalties must be issued to the Contractor for breach of contract.

At the time of this Annual Report the criminal cases against Offender Bester and those who assisted him to escape was before court.

the DCS Controller which was not granted.

On 03 May 2022, the Contractor reported to the DCS Controller that Offender Bester had committed suicide by setting himself alight in the Broadway cell.
An internal investigation was initiated by the Contractor into the unnatural death as per standard operating procedures.

The DCS Controller also commissioned an internal investigation.

The Contractor further reported the unnatural death to the SAPS who conducted their investigation into the death of Offender Bester .
The ongoing investigation by the SAPS into the reported unnatural death of the Offender Bester include the post mortem examination conducted by a pathologist on the deceased body and Deoxyribonucleic acid (DNA) test.

The post mortem report contradicted what the Contractor had initially indicated in their reporting to the Department that Offender Bester had committed suicide.
The Department investigated the alleged suicide matter and arrived at the conclusion that Offender Bester had not committed suicide as was 43 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1.5.3 Overview of the financial results of the Department Table 1.1: Departmental receipts Departmental receipts Sale of goods and services other than capital assets Fines, penalties and forfeits Interest, dividends and rent on land Sale of capital assets Financial transactions in assets and liabilities Total Estimate R’000 2022/23 Actual Amount Collected R’000 (Over)/ Under Collection R’000 Estimate R’000 2021/22 Actual Amount Collected R’000 (Over)/ Under Collection R’000 79,356 97,581 (18,225) (71,002) (46,292) During 2022/23 financial year, actual revenue collected Free Services amounted to R148,142 million (90.88%) against the estimated annual revenue of R163,017 million resulting in under collection of R14,875 million mainly on Fines, Penalties and Forfeits and Financial Transactions in Assets and Liabilities.
An amount of R896 thousand was additionally allocated for offender gratuity, which is 100% revenue generated from hiring out offender labour.

Free services amounted to R99,731 million for the 2022/23 financial year (2021/22: R42,359 million), consisting of Compensation of Employees (CoE) in respect of two hundred and forty-nine (249) officials (2021/22: 158 officials) working in Clubs and Messes and Biokinetics Centre.
Table 1.2: Programme Expenditure Programme Name Final Appropriation 2022/23 Actual Expenditure (Over)/ Under Expenditure Final Appropriation R’000 R’000 15,180 76,306 15,258 - 5,086,305 15,296,190 2,041,044 2,331,839 2021/22 Actual Expenditure R’000 5,086,305 15,240,559 2,014,668 2,331,839 (Over)/ Under Expenditure R’000 - 55,631 26,376 - R’000 4,861,454 15,810,451 2,159,654 2,511,287 R’000 4,846,274 15,734,145 2,144,396 2,511,287 1,193,138 26,535,984 1,193,138 26,429,240 - 106,744 1,187,874 25,943,252 1,020,262 25,693,633 167,612 249,619 Administration Incarceration Rehabilitation Care Social Reintegration Total 1.5.3.1 Virements Programme 1: Administration Salaries and Wages and Social Contributions and Goods and Services under items Travel and Subsistence, Communications, External Audit Costs, and Fleet Services.
A net increase of R92,565 million was mainly due to funds shifted from programmes Rehabilitation, Care and Social Programme 2: Incarceration Reintegration under items Compensation of Employees A net increase of R318,293 million was mainly due to funds and Goods and Services to cover overspending on shifted from programmes Rehabilitation, Care and Social Compensation of Employees mainly under items Reintegration under items Compensation of Employees: 44 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 and Goods and Services to address overspending under Procurement and contract management items Compensation of Employees: Salaries and Wages and Social Contributions and Goods and Services under items Contractors, Fleet Services, Inventory: Fuel, Oil and Gas and Inventory: Materials and Supplies.
Programme 3: Rehabilitation A net decrease of R176,471 million was mainly due to underspending realised from Compensation of Employees and Good and Services to cover overspending incurred under Programmes Administration and Incarcerations: items Compensation of Employees under Salaries and Wages and Social Contributions and Goods and Services items Inventory: Fuel, Oil and Gas, Fleet Services and Inventory Materials and Supplies.
Programme 4: Care A net decrease of R130,500 million was mainly due to underspending realised from Compensation of Employees items Salaries and Wages to cover excess expenditure realised under programmes Administration items Compensation of Employees items Salaries and Wages and Social Contributions.
Programme 5: Social reintegration A net decrease of R103,887 million was mainly due to funds shifted to Programmes Administration, Incarceration and Care to cover the overspending under Compensation of Employees items Salaries and Wages and Good and Services items Operating leases, Fleet services and inventory Food and Food supplies.
1.5.3.2 Roll-Overs The AGSA reported that the Department deviated from the quotation and competitive bidding process without a valid reason and approval by the Accounting Officer as well as the manner in which the bid was advertised resulted in limited competition and in a small pool of bidders.
This also is reflected on some of the goods and services of a transaction value above R1 000 000 procured without inviting competitive bids and deviations were not approved by the Accounting Officer but it was practical to invite competitive bids, as required by Treasury Regulation 16A6.1, paragraph 3.3.1 of NTI 02 of 2021/22, paragraph 4.1 of NTI 03 of 2021/22 and TR 16A6.4.
Irregular expenditure The AGSA found that effective and appropriate steps were not taken to prevent irregular expenditure, as disclosed in note 24 to the annual financial statements, as required by section 38(1)(c)(ii) of the PFMA and Treasury Regulation 9.1.1.
The majority of the irregular expenditure was caused by non-compliance with Treasury Regulations 16.A 6.1 as the procurement of goods/ works/ services was split into parts or items of lesser value to avoid complying with the requirements of the Supply Chain Management (SCM) regulations.
Some of the goods and services of a transaction value above R1 000 000 were procured without inviting competitive bids and deviations were not approved by the Accounting Officer but it was practical to invite competitive bids, as required by Treasury Regulation 16A6.1, paragraph 3.3.1 of NTI 02 of 2021/22, paragraph 4.1 of NTI 03 of 2021/22 and TR 16A6.4.

Similar non-compliance was also reported in the There was no roll-over of funds from 2021/22 to 2022/23 prior year.

financial year.
financial year.

1.5.3.3 Contextualising audit outcomes The Department will put in place plans to improve expenditure management and procurement and contract management to ensure that similar goods procured at the The Department’s overall outcome of the annual same time are grouped together and procured through financial statements and performance information and legislated competitive bidding processes.
The process consequence management remains unqualified, with of implementing contracts has commenced and should no material findings.

There has been an 15% reduction be finalised at the end of the 2023/24 financial year.

The in the number of audit findings from 130 audit findings SCM function is in the process of recruiting and filling received in 2021/22 to 108 findings received in 2022/23.
vacancies which will ensure sufficient capacity to focus The following material findings on compliance with on effective implementation of preventative controls to the selected legislative requirements were noted for curb the occurrence of instances of irregular expenditure.

irregular expenditure and procurement and contract The Department will also ensure that all cases of irregular management: expenditure are investigated in a timely manner and finalised per legislative requirements.
45 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Table 1.3: Summary of irregular expenditure as at 31 March 2023 Nature of irregular expenditure Procurement done through price quotations where contracts were not in place Non-compliance with Extension of Contracts/ Contracts Variations/ Overpayment of Contracts.
Non-Compliance with procurement Process: Non-Compliance with National Treasury Regulations Total The Department incurred irregular expenditure Conflict of interest Amount (R’000) Percentage 190 175 898 325 3 372 194 770 97.6% 0.5% 0.2% 1.7% 100% amounting to R194 million in the year under review as disclosed in note 30 to the annual financial statements, as required by section 38(1) (c) (ii) of the Public Finance Management Act, 1999 (Act No.

1 of 1999).
1 of 1999).

This reflects an 80% reduction as compared to the previous financial year.

This demonstrates the Department’s commitment to implement internal controls and strengthen procurement processes.
Department continues to identify weaknesses in the system and implement revised internal controls to prevent irregular expenditure, furthermore the prevention of splitting of cases by securing contracts is at the final phase and this will enable the Department to have contracts on Material irregularities (interest on court judgement not settled within 30 days) The Public Service Act and Regulations prohibits employees of departments from doing business with the state and from performing remunerative work outside their employment in the Department, except with the written permission of the Executive Authority of the Department or in an official capacity as a Director of a Public Entity.
The AGSA identified non-compliance with the Public Service Act and Regulations.

The Department will ensure that it puts measures in place to detect and circumvent officials from directly or indirectly conducting business with any organ of state.
Officials will be required to immediately disclose any financial interests in an entity that intends to conduct business with the Department or where the official is a director of a public or private company conducting In relation to the Material Irregularity matter relating business with an organ of state.
The process of combating to interest incurred on a court judgement which was fraud, corruption and wrong doing has received atten not settled within 30 days as previously reported in the tion in the Department with steps taken to charge those 2021/22 financial year, the AGSA acknowledged effort who contravened provisions of the relevant legislation.
made by the Accounting Officer to investigate the matter however of the view that more needs to be done to ensure determination of liability and consequence management.

Appropriate action will be taken by the Department based on the assessment by the State Attorney to determine whether any responsible official is liable by law for the losses suffered by the Department for the purpose of recovery, as required by Treasury Regulations 9.1.4 read with 12.7.1 and 12.7.4.
The Department will also take appropriate disciplinary steps against any official that the investigation found to be responsible, as required by section 38(1)(h) of the PFMA and in accordance with Treasury Regulation 9.1.3.

In an effort to process payments within regulated timeframes, the Department will ensure that internal controls are implemented to ensure timely payments of court judgments to prevent further losses, as required by Treasury Instructions.
Material audit findings impacting on other information The AGSA found that the Department did not establish and implement an Information Technology (IT) governance framework that supports and enables the business, delivers value and improves performance.
The Department was also found to have inadequately designed and implemented formal controls over IT systems to ensure the reliability of the systems and the availability, accuracy and protection of information relating to user access management, programme change control and IT service continuity.

The Department will ensure that future contracts are better managed to ensure that service providers are monitored and held accountable for work performed 46 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 by them.

Processes and procedures will be put in place IJS projects to ensure that the initial benefits that were to monitor the performance of service providers.

The envisaged when these projects were initiated can be Department will further expedite the resuscitation of the realised.
1.5.3.4 Unauthorised, fruitless and wasteful expenditure Fruitless and wasteful expenditure these is a clear indication that internal controls The Department incurred fruitless and wasteful expenditure to the value of R953 thousand which demonstrate and significant improvement, furthermore implemented in the year under review are working.
It is also imperative to state that the Department will continue identifying weaknesses in the system and amend internal controls to prevent any fruitless and wasteful transactions.
Table 1.4: Summary of fruitless and wasteful expenditure as at 31 March 2023 Nature of fruitless and wasteful expenditure Travelling Cancellation: Conference/Accommodation/Meals/ Catering Interest Charged for payments non-compliance Fleet Services & Transport Payments on unexplained categories/ Travel/Licenses TOTAL1 Amount (R’000) Percentage 185 759 9 R 953 19.4% 79.6% 0.9% 100% 1.5.3.5 Future plans of the Department The Department will continue to prioritise the implementation of the SFSSS as approved 2021.
The SFSSS aims to guide the process of attaining a better performing incarceration and corrections system by contributing to its financial sustainability by creating job opportunities for offenders, parolees and probationers as well as through generating revenue through the Department’s production workshops, agriculture, livestock, arts and culture.

The Department is committed to enhancing the existing strategic partnerships.
Given the current fiscal constraints, strengthening partnerships with relevant stakeholders has assisted in accelerating service delivery.

Partnerships provide innovative alternatives to ensure that the Department delivers more with less resources available taking into consideration of the harsh economic realities in the country.
The Department is working in collaboration with other Government departments and entities, business sector, Civil Society Organisations (CSOs), Non-Profit Organisations (NPOs) and tertiary institutions to advance its SFSSS projects and programmes.

The COVID-19 pandemic in 2020 had a major impact on employment as restrictions were put in place which limited economic activity.

Employment rates have still failed to recover and have worsened in certain sectors.
The main factors contributing to the crime rate are poor itself at the receiving end as it has to manage the high inmate population which increases daily.

Apart from these challenges, it is the Department’s responsibility to create safe and secure conditions for inmates.
The aging and outdated infrastructure, gang activities, escapes and injuries within correctional facilities are some of the challenges affecting the Department’s ability to effectively rehabilitate offenders for successful re-integration into society.

The Department recorded an overcrowding rate of 46% with an increase of 13 833 inmates between the 2021/22 and 2022/23 financial year.

Overcrowding poses a serious threat to the health system of inmates.
The Department is working closely with the JCPS Cluster to identify alternative measures to ease the pressures of overcrowding linked to the poor socio- economic conditions.

1.5.3.6 Public-Private Partnerships (PPPs) The Public Private Partnership (PPP) Correctional Centres are mandated from Section 103 of the Correctional Services Act, 1998 (Act No.
111 of 1998 as amended), S103 (1): The Minister may subject to any law governing the award of contracts by the State, with the concurrence of the Minister of Finance and Minister of Public Works and Infrastructure enter into a contract with any party to design, construct, finance and operate any prison or part of the prison established or to be established in terms of socio-economic conditions of poverty, inequality and section 5. high levels of unemployment and the Department finds 1.
R952 508.98 rounded off to R953 thousand 47 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 The Mangaung and Kutama Sinthumule Correctional overcrowded and under-resourced.
The Department will Centres are Private Facilities managed under the be working closely with its partners within the criminal Private Public Partnership (PPP) contract between the justice system to ensure that the shortcomings in the Department, the Bloemfontein Correctional Contracts criminal justice policies are addressed to rationalise (BCC) and South African Custodial Services (SACS).

The the inflow of inmates, and crime prevention measures contracts were signed to be valid for a period of 25 years.
are implemented.

The Department will take these key It is a public knowledge that there are challenges relating to Bloemfontein Correctional Contracts (BCC) due to non-compliance.

The Department has put measures in factors into account when planning for refurbishment or construction projects and mitigating the impact of overcrowding in correctional facilities.
place to provide 90 days termination notice, developed Offenders in correctional facilities will continue and implemented take over plans to ensure a smooth producing more of their own food, saving costs for the transition at the end of the notice period.

Department while gaining work experience in a range The similar project plan is applicable with Kutama Sinthumule Correctional Centres even though the take- over will not take place within 90 days.
of courses including primary food production and processing.
Although still attempting to offset financial costs, the focus of correctional facilities is on achieving a community like existence where offenders have an 1.5.3.7 Discontinued activities/activities to be element of independence, enabling them to cook, discontinued There were no activities that were or to be discontinued that may have an effect on the understanding of the financial affairs of the Department 1.5.3.8 New or proposed activities During the next year and the ensuing strategic period, the Department will seek to address the challenges of overcrowding in correctional centres.
The causes of overcrowding are not confined to the limits of criminal justice, but extend to other spheres of State responsibility, such as social welfare policies, access to health services, education and employment, among others.

The growing inmate population is placing an enormous financial burden on government and at a great cost to the social cohesion of society.
In tandem with the growth of the inmate population, the number of inmates with special needs is also increasing in many correctional facilities.

Such groups include female inmates, inmates with mental health care needs, drug-dependent inmates, foreign national inmates, racial and ethnic minorities, older inmates and inmates with disabilities.
The special treatment requirements of these groups are rarely met in correctional facilities, especially in facilities that are clean, work and essentially be self-sufficient.

In unison with the offender’s self-sufficiency the correctional facility would operate sustainably through adopting environmentally friendly practices which are in harmony with nature, impacting as little possible on its surrounds.

The resources which come from the land are used for the benefit of inmates and benefit the community.
Ultimately this understanding of the phrase “self-sufficiency” can be defined as a correctional facility which seeks to reduce the human, environmental and economic costs.

1.5.3.9 Supply Chain Management (SCM) The Department did not have any unsolicited bids proposals for year under review.

The Supply Chain Management unit consistently improved internal controls as implemented throughout the Department.
This is demonstrated by reduction of non-compliance findings within the supply chain management processes.

The Department will continue supply chain management training to ensure that there is full compliance to applicable prescripts.

The Audit Report also demonstrates those improvements in non-compliance within the supply chain management environment.

48 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1.5.3.10 Gifts and donations received in kind from non-related parties (SCM) Table 1.5: Gifts and donations received in kind from non-related parties Gift description Animals Sport and recreation Computer/Printer equipment and software Books Food and related products Toiletries Electrical appliances Other TOTAL Table 1.6: Gifts and donations provided by the Department Gift description Donation to Dignitaries TOTAL 1.5.3.11 Exemptions and deviations received from the National Treasury No exemption and deviation received in March 2023.
1.5.3.12 Events after the reporting date There were no adjusting or non-adjusting events after the reporting date.

1.5.3.13 Other There were no other material facts or circumstances, which may have an effect on the understanding of the financial state of affairs, not addressed elsewhere in the Annual Report.
1.5.3.14 Conclusion The Annual Report provides some of the Department’s performance highlights for the period under review which would not have been possible without the hard work and dedication of the officials in the Department and our stakeholders.
We appreciate the leadership of the Minister of Justice and Correctional Services and Deputy Minister of Correctional Services in ensuring that we place corrections at the centre of government’s efforts to create safer communities and strengthen our fight against poverty, unemployment and inequity.

The Department has much to celebrate and be proud of when reflecting on 2022/23 financial year.
During the year under review, the Department was able to improve on the audit outcome and continue to maintain the highest standards of good governance, building upon its status of consecutive unqualified audits.

In addition, the Department was able to achieve 87% of its targets, which Value (R 000) 26 97 13 7 9 6 13 107 278 1 1 Value(R 000) is a marked improvement from the prior year.

This would not be possible without the valuable efforts of each official.
The Department will continue to work towards improving safety in communities.

I wish to extend my gratitude to the Minister of Justice and Correctional Services, the Honourable RO Lamola and the Honourable Deputy Minister, Nkosi Phathekile Holomisa.
I wish to further extend my gratitude to the Audit Committee, under the chairpersonship of Ms SJ Masite and the Risk Management Committee, under the chairpersonship of Mr S Ngobeni, for the continuous support, leadership and guidance, during the financial year.

The Department will continue to work with stakeholders to provide effective support to all who need it, while adapting to the changing environment.
The Department remains committed to its service delivery mandate and now more than ever, Government and its associated agencies will need to work together with the corporate, small business and industrial sectors in order to chart an economic course in realising the goal of a vibrant, innovative and sustainable economy, characterised by economic growth and employment ___________________ Mr MS Thobakgale National Commissioner: Department of Correctional Services 49 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1.6 STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT To the best of my knowledge and belief, I confirm the following: All information and amounts disclosed throughout the Annual Report are consistent.

The Annual Report is complete, accurate and is free from any omissions.

The Annual Report has been prepared in accordance with the guidelines as issued by National Treasury.
The Annual Financial Statements (Part F) have been prepared in accordance with the modified cash standard and the relevant frameworks and guidelines issued by the National Treasury.

The Accounting Officer is responsible for the preparation of the Annual Financial Statements and for the judgements made in this information.
The Accounting Officer is responsible for establishing, and implementing a system of internal control that has been designed to provide reasonable assurance as to the integrity and reliability of the performance information, the human resources information and the Annual Financial Statements.

The external auditors are engaged to express an independent opinion on the Annual Financial Statements.
In my opinion, the Annual Report fairly reflects the operations, the performance information, the human resources information and the financial affairs of the Department for the financial year ended 31 March 2023.

Yours faithfully ____________________ Mr MS THOBAKGALE National Commissioner: Department of Correctional Services 50 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1.7 STRATEGIC OVERVIEW 1.7.1 Vision VISION STATEMENT Providing the best Correctional Services for a safer South Africa 1.7.2 Mission 1.7.3 Values MISSION STATEMENT Contributing to a just, peaceful and safer South Africa through effective and humane incarceration of inmates and the rehabilitation and social reintegration of offenders.
The core values that underpin the culture of the Department are described below: Value Behavioural statement Development We will endeavour to ensure that staff members are able to do the tasks they are appointed to do, that they internalise the values of correctional services, and that they always strive for excellence.

We will treat staff members as more than just workers and value them as people.

We will create workplaces that are inclusive of our skills and talents.
Integrity We will be honest, show respect, and practise positive values.

We will act with integrity at all times and in all instances, ensuring that we remain corruption-free.

We will build sound business practices by creating policies and procedures that govern our activities.

Excellence We will deliver on our outcomes and targets with quality work, within budget, and on time.

We will continuously seek new opportunities for service delivery improvement.
We will strive to achieve the best results in the service of all the people.

Accountability We will remain committed to delivering all agreed outputs on time.

We will hold each other accountable in a spirit of mutual trust in honouring all our commitments.

We will take responsibility for and ownership of our outcomes and accept the consequence of failure to do so.

51 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 1.8 LEGISLATIVE AND OTHER MANDATES 1.8.1 Constitutional Mandates The Constitution of the Republic of South Africa, 1996 (Act No.

108 of 1996) enshrines the democratic values and principles that govern public administration.
The Bill of Rights, as contained in the Constitution, is the foundation of democracy in South Africa that enshrines the rights of all people in the country and affirms the democratic values of human dignity, equality and freedom.

The Constitution, which lays the basis for the mandate, compels the Department to comply with the sections shown in the figure below in terms of the treatment of inmates and principles governing the public administration.
Figure 1: Extract of Chapter 2, section 196 and section 197 of the Constitution of the Republic of South Africa Chapter 2: Bill of Rights 9 Equality (1) – (5) 10 12 (1) – (2) 27 (1) – (3) Human Dignity Freedom and Security of Person Healthcare, Food, Water and Social Security 28 (1) – (3) 29 (1) – (5) 31 (1) – (2) Children’s rights Right to Education Cultural, Religious and Linguistic Communities 35 (1) – (5) Right to humane treatment 36 (1) Limitation of rights Section 195.
Public administration must be governed by the democratic values and principles enshrined in the Constitution, including the following principles (a) A high standard of professional ethics must be promoted and maintained (b) Efficient, economic and effective use of resources must be promoted (c) Public administration must be development-oriented (d) Services must be provided impartially, fairly, equitably and without bias (e) People’s needs must be responded to, and the public must be encouraged to participate in policy making (f ) Public administration must be accountable (g) Transparency must be fostered by providing the public with timely, accessible and accurate information (h) Good human resource management and career development practices to maximise human potential must be cultivated (i) Public administration must be broadly representative of the South African people, with employment and personnel management practices based on ability, objectivity, fairness, and the need to redress the imbalances of the past to achieve broad representation 195(2)-(6) Section 197.
(1) Within public administration there is a public service for the Republic, which must function, and be structured, in terms of national legislation and which must loyally execute the lawful policies of the government of the day (2) The terms and conditions of employment in the public service must be regulated by national legislation 1.8.2 Legislative Mandates Correctional Services Act, 1998 (Act No.
111 of 1998) parole and parole; a National Council for Correctional The Correctional Services Act, 1998 (Act No.

111 of 1998 as amended) takes the imperative of human rights into account and seeks to incorporate the values enunciated Services; a Judicial Inspectorate; Independent Correctional Centre Visitors (ICCV); repeal and amendment of certain laws and all other matters connected therewith.
in the Bill of Rights by prescribing a progressive approach It recognises international principles on correctional to incarceration.
The Act seeks to provide for, among matters and establishes certain mandatory minimum others, a correctional system; the establishment, rights applicable to all inmates, with special emphasis function and control of the Department; the custody on the rights of women and children, which cannot of all offenders under conditions of human dignity; the be withheld for any disciplinary or other purpose.
It rights and obligations of sentenced offenders; the rights provides a new disciplinary system for offenders; various and obligations of unsentenced offenders; a system of safeguards regarding the use of segregation and of force; community corrections; release from correctional centres a framework for treatment, development and support and placement under correctional supervision, on day- services; a refined community-involved release policy; 52 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 extensive external monitoring mechanisms; and public Correctional Services Act, 1998 (Act No.

111 of 1998 as and private sector partnerships in terms of the building amended), the Department is committed to a threefold and operating of correctional facilities.

In terms of the purpose as outlined in section (2) and (3) of the Act.

Figure 2: Purpose of the Correctional Services Act, 1998 (Act No.
111 of 1998 as amended) Purpose of the correctional system The purpose of the corrections system is to contribute to maintaining and protecting a just, peaceful and safe society.

As such, the South African Correctional system is not for punishment, but the protection of the public, promotion of social responsibility, and enhancing human development in order to reduce the rate of recidivism as the correctional population continues to escalate.
The correctional system aims to achieve this by: (2)(a) enforcing sentences of the courts in a manner prescribed by this act (2)(b) detaining all inmates in safe custody whilst ensuring their human dignity (2)(c) promoting the social responsibility and human development of all sentenced offenders Purpose of the Department 3(1) The Department of Correctional Services, established by section 7(2) of the Public Service Act, is part of the Public Service, established by section 197 of the Constitution.
The aim of the Department of Correctional Services is to contribute towards maintaining and protecting a just, peaceful and safe society by enforcing court- imposed sentences, detaining inmates in safe custody, while maintaining their human dignity, developing their sense of social responsibility, and promoting the general development of all inmates and persons subject to community corrections.

Thus, the Correctional Services Act, 1998 (Act No.


111 of 1998 as amended) outlines: 3(2) the Department must – Fulfil the purpose of the correction system in terms of this Act; As far as practicable, be self-sufficient and operate according to business principles; Perform all work necessary for its effective management Manage remand detainees 3(3) – 3(6) Criminal Procedure Act, 1977 (Act No.
51 of 1977) The following parts of the Criminal Procedure Act, 1977 accordance with the sentences handed down under (Act No.

51 of 1977) are of particular importance to the this Chapter.

The granting of parole and the conversion Department: section 63A, sections 77 and 78, Chapter of sentences to correctional supervision is also done in 28, Chapter 30 and section 299A.
Section 63A of the Act accordance with this Chapter, read together with the provides for a procedure in terms of which the court may, Correctional Services Act, 1998 (Act No.

111 of 1998 as on application by a Head of a Correctional Centre order amended).

An offender may appeal the conviction or the release of certain accused on warning in lieu of bail, the sentence or both in accordance with Chapter 30 of or order the amendment of the bail conditions imposed the Act.
Finally, section 299A of the Act regulates victim by that court on the accused.

Section 63A also forms the involvement in the decisions of parole boards.

Certain basis of a protocol between Justice, Crime Prevention and sections of Chapter 13 of the Act were amended through Security (JCPS) departments to encourage the utilisation the Criminal Procedure Amendment Act, 2017 (Act No.

4 of this provision in assisting accused persons who do not of 2017) to improve the management of forensic cases.
pose a danger to society to be released from detention The improvements include the provision of the courts under circumstances where the bail set by the court with a wider range of options in respect of orders to be cannot be afforded by the accused or his or her family.
issued in cases of findings that accused persons are not The Department detains the state patients while waiting capable of understanding criminal proceedings so as to for beds in Mental Health Establishments in line with make a proper defence; or that accused persons are by sections 77 and 78 of the Act.
Chapter 28 of the Act which reason of mental illness or intellectual disability or for any deals with sentencing, is applicable to the mandate other reason not criminally responsible for the offences of the Department, as offenders must be detained in they are charged with.

The benefits for the Department 53 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 are that involuntary mental healthcare users, based on The objectives of the Act are to: the outcome of the forensic assessment, will no longer be detained in correctional facilities while waiting for a bed in a health establishment.

Child Justice Act, 2008 (Act No.


75 of 2008) • Include all sexual crimes in one law; • Define all sexual crimes; • Make all forms of sexual abuse or exploitation a crime; • Make sure that both men and women can use the law The aim of the Child Justice Act, 2008 (Act No.

75 of 2008) is with regard to sexual crimes; to set up a child justice system for children in conflict with the law.

It represents a rights-based approach to children accused of committing crimes.
However, it also seeks to ensure children in conflict with the law are processed through the use of a wide range of appropriate sentencing options specifically suited to the needs of children such as diversion, use of community-based sentences, restorative justice sentences and sentence to detention in child and youth care centre (secure care facilities managed by Social Development).
With the introduction of the Child Justice Act since 2010, the Department of Correctional • Make sure that government departments work together to protect complainants from unfair treatment or trauma; • Improve the way the criminal justice system (the courts and police) works; • Make the age when both men and women can give permission (consent) to have sex, 16 years; • Make sure that rape survivors get post-exposure prophylaxis (PEP), which is medical treatment that can reduce their chances of getting HIV from the rape; Services has benefited through the gradual reduction in • Allow rape survivors to find out if the person who the number of children.
The Remand Detainee children raped them has HIV; reduced from 504 to an annual average of 55 in 2022/23 while the sentenced children dropped from 717 to 33 in 2022/23.

Section 96(3) of the Child Justice Act, 2008 (Act No.

75 of 2008) requires the Minister of Justice and Correctional Services to table in Parliament the annual • Establish a National Register (a list of names) for Sex Offenders.

The Promotion of Administrative Justice Act, 2000 (Act No.
3 of 2000) progress reports received from the partner department, The aim of the Promotion of Administrative Justice Act, including the Department.

The consolidated report 2000 (Act No.

3 of 2000) is to make the administration covers performance for a financial year (from 1 April to effective and accountable to people for its actions.

31 March) and includes individual departmental Annual Together with the Constitution of the Republic of Reports.

The Department submitted its ninth report.


The South Africa, 1996 (Act No.

108 of 1996), the Promotion department revised its implementation framework on the of Administrative Justice Act, 2000 (Act No.

3 of 2000) implementation of the Child Justice Act which is utilised embraces the principles of and promotes South African as guiding policy for promoting the understanding of the citizens’ right to just administration.

In terms of the responsibilities of the Department.
Criminal Law (Sexual Offences and Related Matters) Act 32 of 2007 The Criminal Law (Sexual Offences) Amendment Act has Promotion of Administrative Justice Act, 2000 (Act No.

3 of 2000), the Department has a responsibility to provide fair and equitable administration of justice.

The National Health Act, 2003 (Act No.

61 of 2003) been in effect since 16 December 2007 and affects the The National Health Act, 2003 (Act No.

61 of 2003) aims punishment of sexual crimes committed after this date.
to give effect to the rights set out in the Constitution The Act consolidated all sexual crimes in one law, defined by providing a framework for a structured and uniform, sexual crimes gender-neutrally to apply both men and quality health system in South Africa.

It recognises that women, and ensured rape survivors access to post- no person may be refused emergency medical treatment exposure prophylaxis (PEP), among other provisions.
and that everyone has the right to an environment that is not harmful to his/her health.

The Department, therefore, must ensure that healthcare is available to all inmates.

54 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 The Mental Health Care Act, 2002 (Act No.

17 of 2002) Skills Development Act, No 97 of 1998 as amended The purpose of the Mental Health Care Act, 2002 (Act No.
17 of 2002) is to regulate mental healthcare so that the by Skills Development Levies Act, No 9 of 1999, Skills Development Amendment Act, No 31 of 2003 best possible treatment and rehabilitation services are The purpose of the Skills Development Act, No 97 of 1998 made available to citizens.
In order to ensure that mental as amended is to provide an institutional framework to healthcare services become a part of the general health devise and implement national, sector and workplace system, it provides for the coordinated accessibility to strategies to develop and improve the skills of the South services.

The Mental Health Care Act, 2002 (Act No.


17 African workforce; to integrate those strategies within of 2002) also regulates access to services for voluntary, the National Qualifications Framework contemplated assisted and involuntary patients, state patients and in the South African Qualifications Authority Act, 1995; mentally ill inmates.

The Mental Health Care Act, 2002 to provide for learnerships that lead to recognised (Act No.
17 of 2002) sets out the rights and duties of occupational qualifications; to provide for the financing patients and providers and explains how the property of of skills development by means of a levy-grant scheme mentally ill persons should be dealt with in a court of law.

and a National Skills Fund; to provide for and regulate The Department is enjoined to ensuring that all mentally employment services; and to provide for matters ill inmates are treated in accordance with the Mental connected therewith.
Health Care Act, 2002 (Act No.

17 of 2002).

Prevention and Combating of Torture of Persons Act, 2013 (Act No.

13 of 2013) The aim of the Prevention and Combatting of Torture of Persons Act, 2013 (Act No.

13 of 2013) is to protect all people from all forms of torture by the state; to give meaning to safe custody to all inmates in correctional facilities; and to provide for torture as a criminal offence.

The Protection of Personal Information Act, 2013 (Act No.
4 of 2013) The purpose of the Protection of Personal Information Act, 2013 (Act No.

4 of 2013) is to protect personal information, to strike a balance between the right to privacy and the need for the free flow of, and access to information, and to regulate how personal information is processed.

The Protection of Personal Information Act, 2013 (Act No.
4 of 2013) applies to anyone who keeps any type of records relating to the personal information of anyone, unless those records are subject to other legislation which protects such information more stringently.

It therefore sets the minimum standards for the protection of personal information.

It regulates the “processing” of personal information.
“Processing” includes collecting, receiving, recording, organising, retrieving, or using such information; or disseminating, distributing or making such personal information available.

The Protection of Personal Information Act, 2013 (Act No.

4 of 2013) will also relate to records which you already have in your possession.
1.8.3 Policy Mandates The White Paper on Corrections in South Africa (2005) The main focus of the White Paper on Corrections in South Africa is the necessity to identify corrections as being focused on rehabilitation and as a responsibility that the Department shares with society at large.

The White Paper sees corrections as much more than just crime prevention, but also includes: • A fundamental break with the past penal system towards a correctional centre for rehabilitation.
It presents a dynamic approach towards a correction- focused system that positions the family as the primary level of restoration, with community institutions at a secondary level, and highlights the importance of links between these two.

• A value chain of correction, security, facilities, care, development and aftercare.

It provides a historical perspective of the transformation challenges of the correctional system in South Africa and addresses the contextualised imbalances of the past.
It introduces a human rights culture away from the institutionalised prison culture that was prominent in the historical context by introducing the concept of corrections, espoused within Constitution, and rehabilitation, thereby framing correction and development instead of punishment and treatment.

• The strategic realignment of the Department toward correction instead of just crime prevention.

55 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 • A focus on needs-based interventions, proposed The White Paper on Remand Detention Management by the decentralised management of correctional in South Africa (2014) communicates the principles that centres within a safety and security framework.
drive the detention management of Remand Detainees • The specific nature of crime in South Africa and establishes principles for productive work for offenders and their involvement in community upliftment projects.

It also presents the contribution toward corrections on the African continent and international arena, within the legal and administrative framework of South Africa.
The White Paper on Remand Detention Management in South Africa (2014) The White Paper on Remand Detention Management in South Africa (2014) is consistent with the Correctional Services Act including amendments that were introduced drawn from local and international laws, and conclude that remand detention is not punitive, occurs as a result of an order of a court of law, is managed with the highest possible ethical and professional standards, and that detainees have to be informed of their rights and obligations and are separated from sentenced inmates.
The principles further state that remand detention requires greater levels of effectiveness and integration in the criminal justice system and that institutions should be subject to oversight and control.

The White Paper on Remand Detention Management in South Africa (2014) is based on the constitutional right that a person charged with a crime is innocent until proven guilty and shall be through the Correctional Matters Amendment Act, 2011 treated as such.

(Act No.
(Act No.

5 of 2011) and other relevant national and international legislation and protocols.

The purpose of the White Paper on Remand Detention is to provide a policy framework that guides the management of various categories of remand detainees as summarised below: • Accused persons who have been detained after the first court appearance whose trialshave not commenced, i.e., those in the pre-trial phase; • Accused persons in detention whose cases were being heard by the courts, i.e.
those who were in the trial phase; • Accused persons detained by the DCS pending observation at designated Mental Health Establishments; • Accused persons detained in line with section 9 of the Extradition Act; and · • Convicted persons awaiting sentencing.

56 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 1.9 ORGANISATIONAL STRUCTURE 5 7 Figure 3: High-Level Organisational Structure DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 58 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Part B PERFORMANCE INFORMATION 59 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.1 AUDITOR GENERAL’S REPORT: PREDETERMINED OBJECTIVES The Auditor-General South Africa (AGSA) currently findings being reported under the Pre-determined performs certain audit procedures on the performance Objectives heading in the Report on Other Legal and information to provide reasonable assurance in the Regulatory Requirements section of the Auditor’s Report.

form of an audit conclusion.


The audit conclusion on the performance against predetermined objectives is included in the report to management, with material Refer to page 200 of the report of the auditor-general, published as Part F: Financial Information.
2.2 OVERVIEW OF DEPARTMENTAL PERFORMANCE 2.2.1 Service Delivery Environment After a resilient start to 2022, the impact of historic flooding focused in KwaZulu-Natal, the electricity crisis and persistent constraints in network industries such as transport have severely affected economic activity, while high inflation and unemployment have weighed on private consumption.
The socio-economic impact of COVID-19 on communities has been significant, with changes to the population and social dynamics of the country as well as the structure of households observed.

The medium- and long-term impact of the pandemic thus presents heightened socio-economic challenges, to which Government must respond within a constrained economic and fiscal environment.
South Africa’s structural economic constraints – including unreliable electricity supply, high levels of market concentration, inefficiencies in network industries and a high cost of doing business – limit the rate at which the economy can grow and create jobs.
Coupled to the impact of the breakdown in South Africa’s transport infrastructure, load shedding in South Africa has become a sombre constraint on growth and profitability for the country’s corporates and further undermines the country’s ability to continue its recovery from the COVID-19 Pandemic, due to interest rate hikes in response to high inflation.
In addition, the economy remains exposed to external shocks and capital flow volatility, in the context of tighter global financial conditions, and volatile commodity prices related to Russia’s war in Ukraine.

The elevated public debt significantly limits the fiscal space available to respond to economic and climate shocks and meet social and developmental needs.
Longstanding rigidities in product and labour markets, and governance and corruption vulnerabilities also weigh on growth and employment prospects, threatening social cohesion.

60 The population of South Africa was estimated to be 60,6 million by the end of June 2022.

Between 2002 and 2022 South Africa experienced a positive population growth year-on-year, despite the devastating impact of COVID-19.
By 2022, measures of mortality indicate an improvement in Life expectancy at birth moving from 61,7 years in 2021 to 62,8 years in 2022.

As the nation grappled with the pandemic, it brought attention not only to the importance of health care and other social services required by people, but also to the age profile of the population and the vulnerability of key populations in the country.
The elderly population, who are more vulnerable to having comorbidities, are more likely to experience the devastating effects of COVID-19.

The vast number of deaths within this age group occurring during the COVID-19 pandemic led to a drastic decline in the growth rate (1,47%) of the elderly population.

By 20 June 2021, South Africa fast-tracked their COVID-19 vaccination programme to ensure healthcare workers and people aged 60 years and above were vaccinated.
The impact of such a health intervention not only saved the lives of those age 60 and older but also those transitioning into the elderly age group, resulting in an increased rate of growth among the elderly population (2,11%) by 2022.
Evidence of the breakdown or inability of families and households to provide care for their primary members is evident at various societal levels such as a reported increase in the number of homeless adults, children living on the streets, children at risk of neglect, households at risk of food insecurity as well as waiting lists for placement in Child and Youth Care Centres.

Despite recent improvement, unemployment remains above pre- COVID-19 levels.
South Africa’s unemployment rate in the first quarter of 2023 was recorded at 32,9 %, and is among the highest in the world.

According to the Quarterly Labour Force DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Survey (QLFS), this is an increase of 0,2% compared to Crime is often considered a major impediment to the fourth quarter of 2022.
While the unemployment economic growth and development because it tends rate may be high, there is also an increase in time-related to increase economic uncertainty, discourage long- underemployment.

Time-related underemployment term investment and new employment opportunities refers to all persons in employment who (i) wanted to work and erode the rule of law.
At the same time, lack of additional hours, (ii) had worked less than a specified hours economic growth in connection with high economic threshold (working time in all jobs), and (iii) were available and social inequality tends to increase levels of crime to work additional hours given an opportunity for more and violence.

Socio-economic conditions and social work.


Statistics South Africa (Stats SA) defines time-related inequality play an important role influencing whether underemployment as those persons who worked less or not certain individuals engage in criminal behaviour.

than 35 hours in the reference week and were available to South Africa has the one of the highest crime rates in the work additional hours.

Time-related underemployment world.


South Africa has a notably high rate of assaults, rate is defined as the percentage of time-related rape, homicides, and other violent crimes.

This has been underemployed persons to employed persons.

In the attributed to several factors, including high levels of first quarter of 2023, 4,9% of employed persons were in poverty, inequality, unemployment, and social exclusion, time-related underemployment.

This is consistent with and the normalization of violence.
The crime statistics for underemployment recorded in the first quarter of 2020 the fourth quarter of 2022/23, show an increase of 3.4% pre-COVID-19 with a slight increase of 0,2% over these in violent crimes when compared to the same period last years.

The prevalence of underemployment increased year.

A total of 6 289 murders were reported during those during COVID-19, increasing from 4,7 % in the first quarter months (i.e.

January to March 2023).


Attempted murders of 2020 to 5,2% in the first quarter of 2021, followed by a also increased by 8.4%, with 6 192 reported to police significant increase in the proportion of persons affected during the fourth quarter of 2022/23.

Reported rape by time-related underemployment in the first quarter cases have shown decreases in the period of reporting, of 2022 at 5,6%.

As with the unemployment rate, young with six Provinces reporting less rape cases.
The SAPS people experience underemployment at far higher rates recorded 10 512 people raped in the first three months than older persons.

For the first quarter of 2023, the of 2023 with 4 768 of the rape incidents taking place at underemployment rate was 6,3% for those aged 15-24 the home of the victim or at the home of the perpetrator.

and 5,2% for those aged 24-34, which is higher than the Meanwhile, assault with the intent to inflict Grievous national rate of 4,9%.
The lowest underemployment rate Bodily Harm (GBH) increased by 0.7% (43 090 reported is recorded in the age groups 35-44 years and 55-64 years, cases).

In addition, 49 266 common assault cases were both at 4,6%.

Annual consumer price inflation was 7,1% in March 2023, up from 7,0% in February 2023.

The consumer price index increased by 1,0% month-on-month in March 2023.

The main contributors to the 7,1% annual inflation rate were reported, which represents an increase of 7.6% during the fourth quarter.
The leading factors for murder, attempted murder and assault to inflict grievous bodily harm seems to be arguments, misunderstandings, road rage and provocation.

food and non-alcoholic beverages; housing and utilities; The criminal justice system plays a significant role transport; and miscellaneous goods and services.

Food in preventing crime.

Some criminal justice variables, and non-alcoholic beverages increased by 14,0% year- however, exert much stronger effects than others.
on-year, and contributed 2,4% to the total CPI annual rate Increasing arrest rates is likely to have the largest impact, of 7,1%.

Housing and utilities increased by 4,0% year-on- followed by increasing the likelihood of receiving a year, and contributed 1,0 percentage point.

Transport custodial sentence.

Increasing the length of stay in increased by 8,9% year-on-year, and contributed 1,3%.
correctional facilities beyond current levels does not Miscellaneous goods and services increased by 5,9% appear to impact on the crime rate after accounting for year-on-year, and contributed 0,9%.

In March 2023 the increases in arrest and incarceration likelihood.
There annual inflation rate for goods was 9,4%, down from 9,5% should be focus on strategies that increase the risk of in February 2023; and for services it was 4,5% down from arrest and less on strategies that increase the severity 4,6% in February 2023. of punishment.

Crime and high rates of incarceration 61 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 impose significant costs on society, with lasting negative the challenges brought on by the budget cuts inherent effects on individuals, families, and communities.

These to national austerity measures, which impacted the high costs highlight the need for both effective crime- Department’s ability to fill critical posts, the Department prevention strategies and smart sentencing policies, in delivered 87% of its performance targets.
The Department addition to strategies for reaching at-risk youths.

Socio- had a total of 45 performance targets planned for the economic disadvantage, crime, and incarceration in the 2022/23 financial year and achieved 39 of the planned current environment undermine the stability of family life targets with 6 targets not achieved.

.

and material support for children.


2.2.1.1 Overall Performance Report The Department delivers its services in an environment marked by high levels of poverty, unemployment, and inequality.

To respond adequately to these challenges, the Department has committed itself through its plans to implement a number of interventions in the areas of safe communities, self-sufficiency and sustainability and community development services.
Focus from measuring outputs to the outcomes has given the Department and its partners a unique opportunity to help achieve some government wide outcomes.

The Department initiated the development of strategic and innovative response measures to protect the lives of the people and to ensure that the gains to improve quality of life are not washed away.

Programme 1: Administration, the Department achieved eight out of thirteen targets which translates to a 62% achievement, i.e.

five targets not achieved.


The Department achieved six out of seven planned targets for 2022/23 and only one target was not achieved for Programme 2: Incarceration which is “Percentage of overcrowding in correctional facilities in excess of approved bedspace capacity”.

This was due primarily to the fact that the national inmate population increased by 13 833 inmates for the 2022/23 financial year.
Remand Detainees and other inmate population reflected an increase of 8 726 while the Sentenced Offender population decreased by 5 107.

The Department will continue with the implementation of the Overcrowding Reduction Strategy to manage overcrowding within correctional facilities.
The Department achieved all planned targets for Programme 3: Rehabilitation, Programme 4: Care and Programme 5: During the period under review, the Department ensured Social Reintegration resulting in a 100% performance that all quarterly performance reports were compiled within these programmes.

and submitted to the relevant stakeholders.


Despite Figure 4: Annual Performance for the 2022/23 financial year 87% 13% Targets Q4/Annual Achieved Not Achieved 45 39 6 62 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 2.2.1.2 Security Security is crucial to maintaining official and inmate safety The involvement of and supervision by officials, including in a correctional setting.
Security in correctional facilities among others the intervention of Head Office, regular is ensured by physical means of security, systems and interaction with Regions and Management Areas, procedural means, which control inmates’ movement monitoring and evaluation, special operations (clean up around the correctional facilities, the possessions they and surprise search operations), deployment of ESTs to may keep, searches of inmates and their accommodation, hotspot areas, reduction of idleness amongst inmates among others; security further requires vigilant officials by subjecting them to development programmes such who interact with inmates in a positive manner and as educational, skills training, sports, recreation, arts engage them in constructive activities, allowing officials and cultural activities as well as the implementation to anticipate and prevent problems before they arise.
The of security plans have contributed to the safety and right balance of security measures needed to prevent wellbeing of officials and inmates.
Furthermore, the escapes and maintain order depend on a number of National Security Committee has been established to factors such as the condition of the correctional facilities, provide advice, guidance and support on emergency the level of technology available, the number of officials security issues to the Regions, Management Areas and and type of inmates incarcerated.
The principle that Correctional Centres, regarding the implementation of inmates should be held with the least restrictive security the security policies and procedures amongst others.
arrangements compatible with the risk of their escaping During the year under review the Department reduced or harming themselves or others is clearly established in security incidents by ensuring effective implementation the Constitution of the Republic of South Africa, 1996 - of prevention strategies, conducting security awareness Chapter 2: Bill of Rights.

sessions and security operational visits.
Figure 5: Escape trends from 2020/21 to 2022/23 80 70 60 50 40 30 20 10 0 75 11 12 3 3 2 2 6 3 2 6 7 5 5 3 FS/NC GAUTENG KZN LMN WC 2020/21 2021/22 2022/23 10 10 1 EC Compliance with policies and Standard Operating control and stability inside and outside of the correctional Procedures (SOPs) played a vital role in preventing multiple facility due to ineffective integrated security systems, escapes, injuries as a result of reported assaults and aging and dilapidated infrastructures, non-compliance confirmed unnatural deaths.
There has been a reduction of policies and procedures by officials, inefficient in of 90 (0.066%) escapes in the 2022/23 financial year when handling complaints and request from inmates.

While compared to the 117 escapes reported in the 2020/21 more emphasis has been placed on preventing escapes, financial year.
The Department has put measures in place in order to maintain safe and humane conditions, there to ensure reduction of security incidents, however, in some is a need for further investment in proper staff training, cases there are still challenges experienced in maintaining manpower and security equipment.

63 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Figure 6: Injuries trends from 2020/21 to 2022/ April M ay June July August Septe m ber October N ove m ber Dece m ber January February M arch 2022/23 2021/22 2020/21 The causes and consequences of assault, physical violence address official misconduct, as contraband is often a and self-harm are often related.
Similar situational and sign of security breaches.

Furthermore, the continued environmental factors, such as overcrowding, inadequate personnel suitability checks together with the extensive supervision and inmate access to contraband, can vetting processes that are conducted for all prospective create opportunities for all three types of offences.
More candidates in the Department, have ensured that the routine contact with inmates may have affected how Department employs credible and security cleared officials respond to threats or altercations.

The success individuals.


Through the effective implementation of the of any intervention ultimately rests on officials’ ability Assault Prevention Strategy, the Department has reduced to conduct their work with consistency, accountability the number of injuries as a result of reported assaults and professionalism.

Preventing access to contraband from 5 699 (4.04%) in the 2020/21 financial year to 3 754 has reduced violence.

Focusing on this issue also helps (2.39%) in the 2022/23 financial year.
Figure 7: Unnatural Deaths from 2015/16 to 2022/23 0,038% (62) 0,037% (61) 0,036% (58) 0,032% (52) 0,038% (54) 0,033% (47) 0,029% (45) 0,027% (42) 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 40% 35% 30% 25% 20% 15% 10% 5% 0% 64 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Violence in correctional facilities has been reduced due officials, and the community.
All events of the Department to the training provided to officials to confront antisocial are now conducted in accordance with a Security Plan in behaviour and ensuring inmates have a proper regime.

conjunction with all relevant stakeholders.

The correctional system works most effectively when it is part of an approach across the whole correctional 2.2.1.3 Incarceration facility.
This includes officials being alert to any aggressive Overcrowding in correctional facilities is a multi- behaviour or potential dangers.

Communication with dimensional issue.


The causes of overcrowding are not inmates is crucial; inmates can be consulted about confined to the limits of criminal justice, but extend to how to reduce violence, for instance through regular other Departments and Entities, such as social welfare, engagements to discuss causes of tension which provide health services, education and employment, among knowledge about the underlying factors contributing to others.
The continuous increase in the inmate population violence.

The Threat and Risk Assessment (TRA) exercises has presented unavoidable challenges of overcrowding and the Security Audits that are being conducted in the which affect the safety and security of inmates and Department have contributed to the effective reduction officials.

The increasing inmate to official ratio makes of security breaches in centres.
Regular security awareness the supervision and management of large groups sessions in the Department ensured compliance with difficult and is the main contributor to violent behaviour, relevant security prescripts.

These interventions have smuggling of contrabands, escapes and unnatural deaths contributed to a reduction of five unnatural deaths during within correctional facilities.
The overcrowding level the 2022/23 financial year with 42 (0.027%) confirmed escalated from 32% as at 31 March 2022 to 46% as at 31 deaths reported in 2022/23 and 47 (0.033%) in the 2020/21 March 2023.

The inmate population of 157 056 as at 31 financial year.

As the inmate population grows so does March 2023 was accommodated within the approved the need for heightened security.
This requires extensive bed space capacity of 107 582 resulting in an excess of training and education by the correctional official and 49 474 inmates.

The resulting overcrowding level of 46% sound design in physical security.

No one aspect is more therefore exceeded the overcrowding target of 32% important than the other, but each has its own duty and set for the 2022/23 financial year.
The following graph responsibility for protecting the Department, inmates, reflects the inmate population for the 2017/18 to 2022/23 Figure 8: Inmate population trend from 2017/18 to 2022/23 financial years financial years 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 The inmate population trend from 2020/21 to 2022/23 with 13 833 from 143 223 to 157 056 inmates during the reflects an overall increase of 16 108 inmates from 2022/23 financial year constituting and overall increase 140 948 to 157 056.
This constitutes an overall increase of 9.7%.

The Department does not have control over the of 11.43% over a three-year period.

In comparison to criminal justice system processes that lead to a decision in the three-year period, the inmate population increased a form of a court order to detain a person in correctional 65 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 facilities; the Department cannot refuse to admit any the Constitution of South Africa which provides that an person referred by the court regardless of its occupancy order or decision issued by a court binds all persons to level.

Refusal is equivalent to breaching section 165(5) of whom and organs of state to which it applies.
Table 2.1: Total number of inmates as at 31 March 2023 per Region Region Eastern Cape Gauteng KwaZulu-Natal Limpopo, Mpumalanga and North West Free State & Northern Cape Western Cape TOTAL Source: Daily unlocks (01 April 2023) Sentenced Offenders Females 249 793 450 360 Total 14 716 21 783 17 188 17 636 Males 14 467 20 990 16 738 17 276 Unsentenced Inmates Females 143 732 243 105 Total 7 057 16 022 7 068 6 073 Males 6 914 15 290 6 825 5 968 Total number of Inmates From a humanitarian point of view, it is vital to address range of authorities, including at the policy level and in the issue of overcrowding in correctional facilities.
This is society at large.

The Criminal Justice System Value chain a difficult and challenging undertaking, as overcrowding consists of various role players such as SAPS, Legal Aid has multiple and cumulative causes, largely external South Africa, the National Prosecuting Authority (NPA), the to the correctional system itself.
It therefore cannot be Department of Justice and Constitutional Development addressed only at the level of Correctional Services but (DoJCD), the Department of Correctional Services (DCS) requires a holistic and coordinated response from a broad and the Department of Social Development (DSD).
Figure 9: Regional distribution of the inmate population as at 31 March 2023 REGIONAL DISTRUBUTION OF INMATE POPULATION 13% 18% 15% 15% 24% Eastern Cape KwaZulu-Natal 13% Free State & Northern Cape Gauteng Limpopo, Mpumalanga and North West Western Cape 66 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 The inmate population as at 31 March 2023 was 157 056. generation correctional facilities with adequate capacity The Regions, in a descending order, with the highest will continue to be central to the work of the Department.
inmate population were Gauteng, Western Cape, The following graph provides a snap shot of the inmate KwaZulu-Natal, Limpopo, Mpumalanga and North West, population versus the approved bedspace per Region as Eastern Cape and lastly the Free State and Northern Cape.

at 31 March 2023.
The need to ensure the continued availability of new Figure 10: Inmate population vs approved bedspace Inmate population vs approved bedspace per Region as at 31 March 2023 34 000 29 000 24 000 19 000 14 000 9 000 4 000 -1 000 Inmate population Accommodation EC 21 773 12 427 GP 37 805 23 247 KZN 24 256 17 778 LMN 23 709 17 813 FSNC 20 637 18 462 WC 28 876 17 855 A multipronged approach is necessary to address the consequences implemented during the period under overcrowding in South Africa, focusing on the reduction review included investing in non-custodial alternatives of poverty, moral regeneration, arrest, bail, sentencing, to incarceration both pre-trial and post sentencing, parole and the efficiency of the entire criminal justice diverting minor cases out of the criminal justice system, system.
The Overcrowding Reduction Strategy which reducing high levels of remand detainees, making special was approved on 11 March 2021 establishes a Strategic or alternative arrangements for vulnerable groups, such Framework as well as defines direct and indirect measures as children, mothers with dependent children and for the management of overcrowding.

The measures people requiring mental health assistance and increasing to address overcrowding and mitigate its harmful the bedspace capacity.
Table 2.2: Inmate population trend from 2020/21 to 2022/23 financial years Categories Sentenced Remand Detainees State Patients Involuntary Mental Health Care Users Total Females Sentenced Remand Detainees State Patients Involuntary Mental Health Care Users Total Males Total Source: Daily unlocks (01 April) Gender Females Males 2020/21 2 169 1 283 1 0 3 453 90 897 46 466 132 0 137 495 14 0948 2021/22 2 334 1 387 3 0 3 724 93 745 45 633 120 1 139 499 143 223 2022/23 2 691 1 956 2 0 4 649 98 495 53 789 123 0 152 407 157 056 67 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 The youth and adult sentenced offender population female population of 2 691 in turn constituted 2.66% of constituted the highest percentage, i.e.

98.48% of the the sentenced offender population.

South Africa’s Child total sentenced offender population.
Juvenile sentenced Justice Act, 2008, establishes a legal presumption that a offenders represented 1.48% of the sentenced offender child who is between the ages of 10 and 14 years lacks population whilst the sentenced children represented criminal capacity and therefore prohibits the incarceration 0.03% of the total sentenced offender population.
of children under the age of 14 and allows for a child The overall sentenced offender population of 101 186 between the ages of 14 and 16 to be incarcerated only in reflects that the male population of 98 495 constituted limited circumstances.
97.34% of the sentenced offender population whilst the Table 2.3: Number of sentenced offenders per age group as at 31 March 2023 Number of sentenced offenders per age group during 2022/23 Children (Younger than 18 years) Juveniles (18-20 years) Youth and adults (21 years and older) Females Males Females 1 31 35 Males 1 466 Females 2 655 Males 96 998 Total Females and Males 101 186 The inmate population trend of the past five years, correctional facilities.

Overcrowding places significant i.e.


between the 2018/19 to 2022/23 financial years strain on the available resources as demand exceeds the reflects an overall decline of 5 819 (3.6%) in the inmate human capacity and facilities available.

Overcrowding population, from 162 875 to 157 056.


The increase of 13 cannot be tackled over the short term and the complexity 833 (9.7%) in the inmate population during the 2022/23 of this phenomena requires a combination of legislative, financial year as well as the loss of 1 222 bedspaces poses administrative, political and economic measures, not only a great risk to inmates, but also increased risks including a comprehensive policy from all stakeholders.
to the correctional officials working in overcrowded Table 2.4: Number of children in correctional facilities as at 31 March 2023 per Region NUMBER OF CHILDREN INCARCERATED AS AT 31 MARCH 2023 SENTENCED OFFENDERS REMAND DETAINEES STATE PATIENTS INVOLUNTARY MENTAL HEALTH CARE USERS GRAND TOTAL FEMALES MALES 0 0 0 0 0 1 1 3 6 15 2 3 2 31 TOTAL 3 6 15 2 3 3 32 FEMALES MALES 0 0 0 0 0 0 0 6 0 29 4 5 21 65 TOTAL 6 0 29 4 5 21 65 FEMALES MALES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL 0 0 0 0 0 0 0 FEMALES MALES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL 0 0 0 0 0 0 0 9 6 44 6 8 24 97 REGION EC GP KZN LMN FSNC WC National Source: Daily unlocks (01 April 2023) There has been an increase in the number of children (less total number of children.
Access to basic education is a than 18 years) incarcerated in correctional facilities, from constitutional right and this right is operationalised by the 85 in 2021/22 to 97 in 2022/23 with the KwaZulu-Natal South African Schools Act and the Correctional Services Region recording the highest number of children (44) Act, 1998 (Act No.

111 of 1998 as amended) requiring that in correctional facilities followed by Western Cape with all children of compulsory school-going age (age 15 years 24 children.
Sentenced children constituted 33%, whilst or Grade 9) have access to basic education.

Social work the total unsentenced children constituted 67% of the services programmes: Life Skills; Anger management; 68 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Substance Abuse; and an Orientation Programme, and stakeholders in the management of overcrowding include Sexual Offender Treatment are available to incarcerated SAPS, Legal Aid South Africa, the NPA, the Department sentenced children.

2.2.1.4 Remand Detention of Justice and Constitutional Development (DoJCD), and the Department of Social Development (DSD).
The Department plays a significant role in providing a safe, The Department is at the front end of the Criminal Justice secure and humane environment for Remand Detainees System through the detention of remand detainees and that allows for the most limited restriction of an back end through the detention of sentenced offenders individual’s rights while ensuring that remand detention and state patients who are incarcerated in correctional processes are well-managed and Remand Detainees facilities while waiting for beds in designated mental appear in court in accordance with applicable laws.
health establishments.

The critical role players and 2Figure 11: Average Remand Detainee population from 2019/20 to 2022/23 51 000 50 000 49 000 48 000 47 000 46 000 45 000 44 000 50 894 50 931 47 820 46 426 2019/20 2020/21 2021/22 2022/23 The average number of Remand Detainees reduced by 6.04% between the 2019/20 and 2020/21 and by a further 2.92% between 2020/21 and 2021/22.

There was a significant increase of 9.70% observed between 2021/22 to 2022/23.
Table 2.5: Regional distribution of Remand Detainees by gender as at 31 March 2023 Remand Detainees Region Eastern Cape Gauteng Free State & Northern Cape KwaZulu-Natal Western Cape Limpopo, Mpumalanga and North West National Source: Daily unlock (01 April 2023) Females 141 732 149 243 586 105 1 956 Males 6 871 15 286 6 397 6 824 12 468 5 943 53 789 Total 7 012 16 018 6 546 7 067 13 054 6 048 55 745 Percentage 12.58 28.73 11.74 12.68 23.42 10.85 100.00 2.
Average Remand Detention population is calculated as an average of the first day of the month following the month of reporting for the financial year 69 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 The table above reflects the regional distribution of Regions with the lowest number of Remand Detainees Remand Detainees by gender as at 31 March 2023.

The are LMN and FS/NC.


Males constituted approximately Region with the highest number of Remand Detainees 96.5% whilst females constituted approximately 3.5% of was Gauteng followed by the Western Cape while the the Remand Detainee population.
Table 2.6: Average: Remand Detainees from March 2019 to March 2023 Region Average: Remand Detainees from March 2019 to March 2023 Average March 2019 5 518 4 788 11 922 6 376 6 544 12 113 47 261 194 47 455 115 153 162 608 29.1% EC FSNC GP KZN LMN WC All RDs Other Unsentenced All Unsentenced Sentenced All inmates % of RDs to all inmates Average March 2020 6 097 5 273 13 930 6 773 6 843 11 978 50 894 187 51 081 103 514 154 595 32.9% Average March 2021 5 809 4 864 13 951 6 499 5 564 11 132 47 819 139 47 958 92 716 140 674 34.0% Average March 2022 6 066 5 274 13 098 5 547 5 399 11 042 46 426 123 46 549 95 524 142 073 32.7% Average March 2023 7 047 6 411 15 911 6 974 6 014 13 053 55 410 120 55 530 100 580 156 110 35.5% Increase (+) Decrease (-) 1 529 1 623 3 989 598 -530 940 8 149 -74 8 075 -14 573 -6 498 - Increase (+) Decrease (-) % 27.7% 33.9% 33.5% 9.4% -8.1% 7.8% 17.2% -38.1% 17.0% -12.7% -4.0% - The Regions with the highest increase are FS/NC (33.9%), remanded in custody.
Those with bails as at 31 March Gauteng (33.5%) and Eastern Cape (27.7%).

Only the LMN 2023 constituted 9% of the Remand Detainee population.

Region experienced a decrease of 8.1% from 2019 to Bail review entails referring Remand Detainees with the 2023.

The Remand Detainee population as a percentage option of bail to court.

The Department submitted a of all the inmates increased from 29.1% to 35.5%.
The total of 19 897 referrals to court under Section 63A of Remand Detainee population consists largely of persons the Criminal Procedure Act, 1977 (Act No.

51 of 1977) of who have allegedly committed serious crimes and who which only 4 304 (21,63%) were successful.

The success have not been granted bail.


They are therefore regarded entails reduction of bail, placement under correctional as possibly posing a significant risk to the community supervision, warning, withdrawal of cases and placement and for that reason they have been refused bail and of children under secure care facilities.
Figure 12: Average Remand Detainee Population from March 2021 to March 2023 per Region 17 000 15 000 13 000 11 000 9 000 7 000 5 000 3 000 1 000 -1 000 Mar-21 Mar-22 Mar-23 LMN 5 564 5 399 6 014 E CAPE 5 809 6 066 7 074 FSNC 4 864 5 274 6 411 KZN 6 499 5 547 6 974 W CAPE 11 132 11 042 13 053 GAUTENG 13 951 13 098 15 911 Mar-21 Mar-22 Mar-23 The above-mentioned figure is a representation of the average number of Remand Detainees for the month of March from 2021 to 2023.
The Region that experienced the highest increase is FS/NC (31,8%) followed by Eastern Cape (21.8% and Western Cape (17.3%).

70 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 All institutions responsible for custodial management 2.2.1.5 Rehabilitation of Remand Detainees are obliged to ensure that public safety is maintained from those who pose a threat, a safe environment is created and maintained for all detainees and service providers, a culture that respects and observes human rights is prevalent and that remand detainees are available and on time for court appearances.
During the financial year under review, the Department conducted risk assessments for 47 683 (94%) Remand Detainees.

When conducting risk classification, the impact of incarceration on persons is taken into consideration.

It must be considered that this risk is not static and therefore risk assessment should become a feature of on- going case management that allows for reconsideration, including considering the length of incarceration and the nature of the charges faced.
There are Remand Detainees that are placed in maximum correctional facilities, as and when required as a strategy to manage high risk Remand Detainees.

The Life Skills Programme for remand detainees was introduced to ensure an effective and efficient remand detention system that is consistent with human rights, and to ensure that remand detainees are housed in a safe and secure environment.

This is also in line with the Correctional Services Act, 1998 (Act No.
111 of 1998 as amended) as well as the White Paper on Remand Detention, to provide services to the remand detainee population in correctional facilities, including creating an enabling environment for their continuation in education, access to recreational and reading resources to mention a few.

The Life Skills Programme is also aimed at self-development, awareness raising and prevention and will further enhance the coping skills for remand detainees whilst under the care of the Department.
The programme consists of three non-therapeutic sub-programmes namely; General Life Skills, Addictive Behaviour and Restoration of Relationships.

They are accessible to all remand detainees on a voluntary basis, and the successful participation and completion of the sub-programmes thereof should not compromise their court processes.
Training sessions were conducted across the Regions where facilitators were trained on various skills including principles of group facilitation, basic verbal tools as well as how to facilitate the three-sub programmes for remand detainees.
Correctional facilities around the globe are striving to effect change by providing inmates with opportunities during their period of incarceration, so that they can more easily be reintegrated into society and become, once again, active and fulfilled members of their communities.

International standards including the Nelson Mandela Rules, stipulate that incarceration should not be limited to the deprivation of liberty, but that it should be a time for the re-education of offenders.
Rehabilitation includes a number of initiatives, resources and support have been developed in the three core areas of education, vocational training and personal wellbeing during incarceration, with the goal of contributing to the offenders’ employability after release, and thus reducing chances of reoffending.
Rehabilitation programmes address a range of offending behaviour and improves the personal wellbeing of inmates in cases where there is an overlap with inmate needs, such as addressing negative self-perception.

The critical role played by the Department in crime prevention is the reduction of reoffending through the provisioning of effective rehabilitation services to offenders.
In line with the stipulations of the White Paper on Corrections in South Africa (2005), the Department has adopted an offender needs-based approach that is specifically aimed at eliminating offending behaviour.
Rehabilitation should be viewed not merely as a strategy to prevent crime, but rather as a holistic phenomenon incorporating and encouraging social responsibility, social justice, active participation in democratic activities, empowerment with life and other skills that enables them to participate in socio-economic opportunities within communities.

Correctional programmes are aimed at equipping offenders with survival life skills to enable them to be reintegrated into society upon release.
The Department has progressively improved offender participation in rehabilitation programmes to ensure that offenders serving sentences longer than 24 months complete relevant correctional programmes.

Correctional Programmes are non-therapeutic in nature and are aimed at creating awareness and providing offenders with life skills.

They include skill development exercises that make use of role playing and practice.
Participation in correctional programmes increased by 6 295 from 90% in 2021/22 to 95% in the 2022/23 financial year.

71 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 Figure 13: Number of offenders who have completed correctional programmes: 2019/20 to 2022/23 78 148 84 443 64 399 100 000 94 694 90 000 80 000 70 000 60 000 50 000 40 000 30 000 20 000 10 000 2019/20 2020/21 2021/22 2022/23 During the 2022/23 financial year, a total of 84 443 the aim to identify specific risks and needs.
This facilitates offenders with Correctional Sentence Plans completed and informs the provision of programmes, services and correctional programmes.

This was largely due to the interventions and eventually leads to proper placement Department’s ability to utilise custodial officials on an of offenders.

interim basis to facilitate correctional programmes since there is no dedicated Correctional Intervention Officials (CIO) structure.
In addition, specialised programme options are available for special categories of offenders.

These programmes address the different impacts that criminal behaviour has on these groups and provide programming that is socially and culturally appropriate for the offenders’ needs.

These programmes also make use of one-on-one counselling, in addition to highly structured group work, as a method of maintaining the motivation of the offenders.
Social Work Services is rendered by qualified Social Workers who are registered with the South African Council for Social Service Professions in terms of the Social Service Professions Act, 1978 (Act No.

110 of 1978).

Social work services and programmes rendered to sentenced offenders, parolees, probationers and children in remand enhance the adjustment, social functioning and reintegration of offenders into society.
The Department has delivered social work services and programmes to 117 999 (74%) of offenders, parolees and probationers for the 2022/23 financial year which is an improvement The rehabilitation process is a collective responsibility that of 21 239 when compared to the 2020/21 financial year.
strengthens partnerships in the correcting, development Only crisis intervention is rendered to other Remand and care of the offenders that leads to a change in the Detainees and they are referred to relevant stakeholders community’s perception towards ex–offenders.

The for further management.


Offenders were empowered important role of family members, other state institutions, to improve their social functioning and contribute to NGOs, FBOs and the community at large cannot be over change their offending behaviour on individual and emphasised.

Sentenced offenders attend a variety of group work sessions as well as community work projects.

interventions in order to be successfully reintegrated back Social Workers rendered therapeutic services and into society.
Successful rehabilitation and reintegration programmes to address marriages and family matters, continue to be a focus of the Department.

Needs-based life skills, substance abuse, sexual offences to offenders services and programmes have been developed and while incarcerated.

The Department conducted training implemented as part of the rehabilitation of offenders and for officials on the approved Social Work, Offenders preparing them for reintegration back into communities.
with Disabilities and Youth Policies and Procedures from Assessment tools are available and implemented with 05 to 07 November 2022 to improve service delivery.

72 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 The wellness of the Social Workers was also supported care services including special category offenders (e.g.
through the Care of the Care Givers session which took children, youth, women, inmates living with disability, place in KwaZulu-Natal from 20 to 22 November 2022 to the aged, the mentally challenged, foreign nationals assist Social Workers to deal with traumatic situations.

and others).

Spiritual Care services and programmes Need-based psychological services and programmes were rendered by the by qualified Psychologists who were registered with the HPCSA.
The progressive increase in group interventions ameliorated the involvement of inmates in psychological services and programmes.

The availability of Community Service Psychologists continues to complement the number of departmental psychologists and contributed to the achievement of 52 058 (33%) of the total inmate population receiving psychological services for the financial year 2022/23; which is an improvement of 7 731 from the previous financial year.
The Department prioritises the provision of remedial, moral, spiritual, psycho-social interventions to inmates and persons under correctional supervision to prepare them for reintegration back into society as law abiding citizens.

Spiritual care services are offered to inmates with the aim of enhancing their spiritual and moral wellbeing.
Spiritual Care Managers (Chaplains) together with Spiritual and Moral Development Coordinators ensure proper marketing of spiritual care services and programmes, resulting to voluntary participation of inmates in individual and group sessions as well as church services.

All inmates have the same access to spiritual are offered through the assistance of Service Providers, Volunteers, Spiritual Care Workers, Spiritual and Moral Development Coordinators as well as Managers Spiritual Care (Chaplains).
This external support is intensified with various partnerships including NGO’s, FBO’s, CBO’s and communities in an integrated and holistic approach that enhances rehabilitation and successful reintegration.
During the period under review the Department had signed Memoranda of Understanding with the National Muslim Prison Board, Twelve Apostles Church in Christ, Full Gospel Church of South Africa, Christian Revival Church, Moral Regeneration Movement, Roman Catholic Church, Anglican Church in Southern Africa, Methodist Church of Southern Africa, United Congregational Church of Southern Africa, Uniting Presbyterian Church in South Africa, Seventh Day Adventists and The Prem Rawat Foundation.
The Department also established the Interfaith Board on Corrections to enhance dialogue and tolerance among different religious, cultural and traditional groups and to promote justice, peace and reconciliation in the rehabilitation.

The Department ensured that 238 808 inmates received spiritual care services during 2022/23.

This is an improvement as compared to the 217 177 recorded in the 2021/22 financial year.
Figure 14: Inmates participating in Personal Wellbeing Programmes between 2020/21 and 2022/23 450 000 400 000 350 000 300 000 250 000 200 000 150 000 100 000 50 000 126 361 34 581 96 760 2020/21 217 177 44 327 113 833 2021/22 Social Work Psychological Spiritual Care 238 808 52 058 117 999 2022/23 73 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 The NDP: Vision 2030 recognises food and nutrition polishing, welding, plate metal work, fitting & turning, security as a main factor to reduce poverty and inequality.
spray painting and powder coating, sign-writing, craft It is against this backdrop that the Department has baking and garment making, whereas in Agriculture committed to enhancing self-sufficiency and sustainability it include: livestock farming (beef, pork, dairy, chicken for sustainable food production for inmates’ ration, and layers), plant production (vegetables, crop and simultaneously, offset running costs and generating orchard), agronomy (pasture/fodder production), abattoir savings through offender labour, consequently imparting operation and milk processing (butter production).
offenders with market related skills to enhance their social The Department has nineteen (19) Textile Workshops, functioning upon their release.

An increase in the inmate ten (10) Wood workshops, ten (10) Steel, one (1) Shoe population impacts on food security due to the increase Factory, one (1) Locks and Keys Workshop, one (1) sign in food demand.

In addition, climate change, political Writing Workshop and nine (9) Bakeries.
Products that instability, high production costs, financial constraints are manufactured at these workshops are primarily for and disease outbreaks are some risks that pose a threat internal use and for external clients (other Government to food security.

Work opportunities in production workshops include: cabinet making, wood machining, upholstery, furniture Departments).
Revenue is generated from wood, steel, locks and keys, sign-writing products; meanwhile, bread that is baked at these bakeries are for inmates’ ration.
Figure 15: Average offender labour per day for farms and production workshops WESTERN CAPE GAUTENG FREE STATE/ NORTHERN CAPE LMN EASTERN CAPE KZN 2020/2021 2021/2022 2022/2023 900 800 700 600 500 400 300 200 100 0 450 400 350 300 250 200 150 100 50 0 WESTERN CAPE GAUTENG FREE STATE/ NORTHERN CAPE, LMN EASTERN CAPE KZN 2020/2021 2021/2022 2022/2023 74 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 During the year under review the Department renovated Education is a necessity for survival and is generally 9 broiler houses in Drakenstein, i.e.

the asbestos roofs viewed as the most important instrument for change, were replaced and new feeders as well as water lines progress and development by all societies the world were installed.

The project was finalised in November over.


Formal education goes a long way to bring about 2022 and the houses were stocked with day old broiler the change desired in the development of society.

The chicks for chicken meat production.


In addition, in Department provides formal education to offenders December 2022 the Department completed the who have the opportunity of either starting school upgrading of the furrowing houses at the piggery at the for those who have never, or continuing for those Overberg Management Area.

During 2022/23 financial who were students prior incarceration.
Offenders are year, machinery and equipment as well as breeding registered for official examinations which prepares them animals were procured to enhance operations at the towards their reintegration process.

The Department is correctional centres.

The Heidelberg Correctional Centre cognisant of the changes that are brought about by the under Boksburg Management Area received two tractors transformations in the education landscape.
This refers for land cultivation and to ensure that production is to both service delivery methods as well as resourcing expanded.

In line with the District Development Model, of education centres to adapt to technological advances.

the Boksburg Management has partnered with the Lesedi The Department has made funding available to support Local Municipality to donate some of the produce to e-learning initiatives for the purchase of tools of trade indigent families in the area.
The Department recorded to foster e-learning to access digitalised education.

In an average of 1 277 offenders who have worked in the 2022 academic year there were extensive efforts production workshops per day, meanwhile, in agriculture made to provide the necessary financial support to there was an average of 3 352 offenders who have worked our education centres to equip their computer rooms per day as at the end of March 2023 .
to provide opportunities for offenders to access A consultative session was convened at the Zonderwater Management Area, in Gauteng Region from 31 October to 03 November 2022 for officials working in Production Workshops and Agriculture as part of ensuring that workshops are able to produce what is required, establishing a platform for engagements on pertinent matters and mitigating factors to alleviate the challenges encountered at the workshops and farms across the six Regions.
The Department provides offenders an opportunity to work on the farms and production workshops as part of their rehabilitation.

Some offenders partake in formal education and skills development and training programmes, and utilize the skills acquired to render services at the Department’s production workshops.

These initiatives are geared to empower offenders and are conducted within the safety regulations and departmental policy on skills-based remuneration system for offenders.
During the four-day session, officials from Regions deliberated on pertinent challenges including the provision and time allocated to offenders to work in the farms and production workshops, procurement of machinery and conditions of employment for officials.

tertiary education.
tertiary education.

Improvements in service delivery cannot be done in a vacuum hence the support of key stakeholders is important and therefore the Department has in collaboration with the Departments of Education provided curriculum interventions to our service centres.

The interventions that have taken place in the 2022 academic year include training for all Regions conducted by the Department of Education.

These include training to Chief and Deputy Invigilators by the DBE.
South African Schools Management System Training was provided to Principals and Clerks of schools conducted by the DBE.

Training was conducted by the DHET on National Policy on the conduct, administration and management of examination in colleges and AET.

The aim of these interventions is to develop the educator and capacitate him/her to deliver updated and current curriculum and practices.

In addition to this, the Department monitored examinations in an effort to prevent irregularities.
No irregularities were reported for the 2022 academic year.

Support visits were conducted in all Regions with the aim of identifying areas of need and to resultantly provide the required support.

To this effect funds were availed for the purchase of learner teacher support material.

75 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 The Department ensured that offenders who registered background to implementers on the requirements for the need for skills training were provided with vocational implementing accredited QCTO skills programmes.

The training that will contribute to their (self ) employability officials from QCTO, Department of Higher Education upon release.
The Offender Skills Development Policy was and Training (DHET) and the Institute for National approved in March 2022 and induction of officials as well as Development Learnership, Employment and Labour monitoring of approved policy were conducted.
Officials Assessment (INDLELA) capacitated Skills Development conducted operational visits to ensure compliance to all Practitioners on accreditation during the January and relevant Skills Development policies governing education February 2023 at Groenpunt and St Albans Management and training in the country as well as applicable directives Areas respectively.
at the following Management Areas and Correctional Facilities: Losperfontein, Potchefstroom, Klerksdorp, Rooigrond, and Mahikeng, Heidelberg, Modderbee, Leeuwkop and Boksburg, George, Oudtshoorn, Brandvlei, Worcester Female, Pollsmoor Female, Malmesbury, Drakenstein, St Albans, East London, Mthatha, Tswelopele and Groenpunt.
All the skills development interventions contributed to the vocational education and training of offenders and ensured that offenders are skilled to contribute to a capable workforce, upon release.

The Department ensured that 16 593 offenders were trained in long occupational skills programmes, 14 579 in short (programmes less than a month) occupational skills programmes and 7 023 in The Department ensured that skills development TVET college programmes.
programmes are aligned and in compliance with industry standards for training.

Partnerships were forged with the 2.2.1.6 Social Reintegration National Skills Fund to provide accredited training to 5 480 In terms of the Criminal Procedure Act (Act No.

51 offenders across all Regions.

The initial contract period of of 1977) a person may be sentenced to correctional the partnership was from 2018/19 – 2021/22 and was supervision as an alternative to incarceration.
In addition, extended to 31 March 2024 to mitigate the impact of the the Department may, under certain conditions apply to COVID-19 pandemic.

A total of 4 281 offenders attended the court for a conversion if the offender’s sentence is less accredited trained programmes during the 2021/22 to than five years or if there is less than five years remaining 2022/23 financial years.

During the 2022/23 financial of a longer sentence.


In addition, the Department may year an additional number of 402 offenders were trained.

without applying to a court, convert a custodial sentence The Department was also awarded discretionary grant to correctional supervision when an offender has been funding to train offenders by SASSETA.

A total of 181 sentenced to a fine but the offender is unable to pay the offenders were trained as tractor drivers and 160 youth and fine.
female offenders were trained as computer technicians with 80% female and 20% male youth offenders.

Regions partnered with various Public TVET Colleges to deliver on TVET College programmes and access to skills programmes for offenders.

These agreements include granting access to production workshops and farms to TVET Learners to obtain experiential learning.

This will enable the TVET learners to meet the qualifying criteria to qualify for their respective qualifications.
Custodial sentences are disadvantageous in that it labels and stigmatises the offender, overloads the criminal justice system with offenders who are retained for short periods without the benefit of being subjected to suitable treatment or training programmes which adversely affects released offenders’ reintegration and adequate functioning in the community.
Community-based correctional supervision is imposed on persons regarded as suitable for such sentences but special attention The Department expanded the partnerships with external should be given to first offenders as they have a better stakeholders to the Quality Council for Traded and chance of reforming within the community.

Community Occupations (QCTO) and submitted a draft MoU to the service sentences and correctional supervision in the QCTO for consultation.
An information sharing session community is regarded as more cost-effective and with all internal role-players was conducted to provide individually orientated.

76 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 Table 2.7: Average number of community corrections caseload per year Description Parolees Probationers Awaiting Trial Persons Total 2018 55 030 15 202 1 387 71 619 2019 53 257 12 604 1252 67 113 Average caseload 2020 52 275 7 597 891 60 763 2021 52 054 7 803 854 60 711 2022 50 695 8 101 844 59 640 Community Corrections is mandated to provide imposed by the relevant authorities (HCC and CSPB).
supervision of offenders (probationers, parolees and Physical monitoring is conducted through visits to Awaiting-Trial Persons (ATPs) placed under the system the offender’s home or place of work , community of Community Corrections in order to enhance public services institutions where community service hours safety.
Community Corrections provides an alternative to are performed and by means of office consultations at incarceration, resulting in a reduced incarcerated offender community corrections offices.

Monitoring can also take population by expanding the utilisation of community- place telephonically and through special monitoring based sentences.

There are 218 Community Corrections exercises conducted in partnership with relevant offices that serve parolees, probationers and ATPs for stakeholders.
Offenders placed under correctional and effective monitoring and supervision of offenders under parole supervision will be required to render a specific the system of Community Corrections.

Reintegration of number of hours of community service.
Such community offenders under the system of Community Corrections service can be rendered at various institutions like local provides offenders with an opportunity to lead a socially authorities, hospitals or any other identified institutions responsible and crime-free life within their communities.

that meet the requirements in line with DCS expectations.
All offenders are considered for placement under community corrections when they have completed the stipulated Minimum Detention Period (MDP) of their sentence.

The Correctional Services Act, 1998 (Act No.111 of 1998, as amended) allows the Department to consider offenders for release on parole after serving a portion of their sentences.
A certain portion of their sentence is then served outside correctional facilities under the auspices of community corrections and more responsibility is given to the community to ensure successful reintegration.

Parolees and probationers are orientated about their community corrections conditions to ensure compliance with the set conditions.

The Department noted significant achievements during the 2022/23 financial year on the compliance with set conditions of parole and probation.
The daily average caseload in the community corrections system for 2022/23 was 50 695 parolees, 8 101 probationers and 844 awaiting trial persons, which amounted to a caseload of 59 640.

Progress performance for the financial year translates to 99% (50 134/50 695) for parolees without violations and 99% (7 990/8 101) for probationers without violations.
Positive reintegration outcomes are more likely to be generated when factors predisposing offenders to criminal behaviour are confronted and their physical and social needs are addressed in a continuous and holistic manner both during and after incarceration.

Parolees and probationers have difficulty in finding employment after release because they lack formal qualifications, employment history and occupational skills and furthermore, many employers are reluctant to hire individuals with criminal records.
These circumstances affect probationers and parolees including ex-offender’s stability because unemployment is consistently associated with high reoffending rates.

The high rate of inflation has led to job losses and has brought enormous strain on parolees and probationers as they are at a disadvantage in securing jobs as compared to graduates and those outside the correctional facilities.
The facilitation of 875 economic opportunities for parolees and probationers by the Department is easing this burden as it is assisting them in securing employment.
The Department will continue to collaborate with civil society, stakeholders, corporates, local Government, All offenders receiving a sentence of correctional and most importantly communities, to grant parolees a supervision will be subject to specific conditions as second chance to help overcome some of the challenges specified by the court as well as additional measures they face upon re-entering their communities.

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22 | ANNUAL REPORT 2022/2023 The White Paper on Corrections in South Africa (2005) problems in the corrections context, as is the case with requires the Department to encourage restoration any other large institution.

In terms of section 12 of the between victims, offenders and the communities, in Correctional Service Act, 1998 (Act No.

111 of 1998), the consultation or in partnership with other stakeholders.
Department must provide, within its available resources, The implementation of the Restorative Justice Programme adequate health care services, based on the principles of is aimed at elevating the victim to be at the centre of primary health care, in order to allow all inmates to live the criminal justice system and ensure that victims healthy lives.

are not forgotten when the Department rehabilitates and reintegrates those who have offended.
The Social Auxiliary Workers (SAWs) have since assisted in tracing and preparing victims to participate in the restorative justice programmes.

Victim participation subsequently improved to 18 121 in the 2022/23 financial year due to an increase in restorative justice initiatives.

2.2.1.7 Care In terms of section 27(1) of the Constitution of the Republic of South Africa, 1996 (Act No.

108 of 1996) everyone has a right to have access to health care services, including reproductive health care.
The health service should address prevention of disease, health promotion, as well as the treatment of mental and physical illness.

Inmates have a right to receive health care equivalent to that available in the community without discrimination of their legal status.
The constitutional provision of the right of access to health care services raises particular The offender viral load suppression rate (at 12 months) was recorded at 97% (1 155/1 192) and the TB cure rate of 97% (306/317) was also recorded during 2022/23 financial year.

The Department further intensified screening of inmates for diabetes and hypertension during the financial year with a total of 73 997 screenings conducted for diabetes and 68 668 screenings conducted for hypertension.
Good nutrition is imperative if the fight against diseases is to be realised.

In meeting the nutritional needs of inmates, 5% (8 518/157 056) against a target of 12% of those who qualified were prescribed with therapeutic diets which enhanced the effectiveness of prescribed treatment for communicable as well as non-communicable diseases resulting in improved quality of health among inmates.
The Department adheres to the policies and protocols of the Department of Health to ensure that inmates receive the same quality of health care services equivalent to that received by the general South African population.
Table 2.8 Healthcare Professionals within the Department Region Medical Practitioners Pharmacists Pharmacist Assistants Professional Nurses Total filled National EC FS & NC GAUTENG KZN LMN WC Total Filled 0 0 2 2 3 3 3 13 Vacant 0 2 1 0 0 2 0 5 Filled 1 5 4 11 3 6 6 36 Vacant 0 0 0 1 0 0 0 1 Filled 0 3 1 1 0 2 2 9 Vacant 0 1 0 1 0 0 0 2 Filled 2 131 104 217 145 130 131 860 Vacant 4 14 40 21 43 21 36 179 3 139 111 231 151 141 142 918 The number and speciality of the health care officials The role of health care workers includes the promotion available are dependent on the size of the correctional of the mental well-being of the inmate population and facility, but as a minimum there should be a medical officials and the prevention of self-harm and suicide.
practitioner and sufficient nursing staff to meet the daily The Departmental Health Care Policy and Procedures needs.

A psychologist, as well as nurses are available at a are applied equally throughout the correctional facilities.

frequency related to the size of the inmate population.

Healthcare officials are equally capacitated as those working in public health structures.

78 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Figure 16: State Patients trend from 2017/18 to 2022/23 202 186 117 133 123 125 250 200 150 100 50 0 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 Mental illness is a wide range of condition that affect with mental health conditions can be recognised with the mood, thinking and behaviour and that includes proper screening and housed in appropriate housing conditions such as anxiety, depression, as well as more units according to their mental health care needs.
The complex conditions, such as bipolar disorder and state patient trend from 2020/21 to 2022/23 reflects an schizophrenia.

In South Africa, as in many low- or middle- overall decrease of 8 from 133 to 125.

This constitutes income countries, the burden of mental disorders has an overall decrease of 6% over a three-year period.

The increased over the past 20 years.

This increase in mental Mental Health Act 2002 (Act No.
17 of 2002) states that disorders is expected to continue, in part because of state patients are persons who are found to be unfit and the shift of the impact of communicable diseases such not competent to stand trial because of their illness or as (HIV) to non-communicable diseases due to the mental defect.

These inmates should be admitted at increased life expectancy.

A routine screening for mental designated mental health institutions.
The distribution illness is important for delivering quality services and of state patients according to Regions, age group and promoting safety within correctional centres.
Inmates gender is reflected in the table hereunder: Table 2.9: State Patients within correctional facilities as at 31 March 2023 State patients as at 31 March 2023 Region Children (Less than 18 years) Juveniles (18-20 years) Adults (21 years and older) Females Males Females Males Females Males Eastern Cape Gauteng KwaZulu-Natal Limpopo, Mpumalanga and North West Free State / Northern Cape Western Cape Total 43 4 1 24 48 0 120 Total Females & Males 45 4 1 25 50 0 125 The FS/NC Region recorded the highest number of state bed space available at the designated mental health patients (50) during the 2022/23 financial year followed institutions and the continuous referral of state patients by the Eastern Cape with 45 state patients and the by the Courts to correctional facilities.
The Department LMN Region with 25 state patients.

The high number of cannot refuse to admit a state patient that was referred state patients recorded in these Regions are due to no with a court order.

79 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 The Department has undertaken several interventions families or organisations), monitoring by the Provincial to down manage the high number of state patients Mental Health Review Board to ensure that state patients including engagements with all the relevant stakeholders are receiving the necessary attention and are transferred such as Department of Health and NPA which reviews to the designated facility at the soonest time possible as the personal circumstances of state patients, to establish well as weekly and monthly monitoring of the admission those who can be placed out in the community (back with and release of state patients.
2.2.2 Service Delivery Improvement Plan (SDIP) Table 2.10: Main services and standards Main services Beneficiaries Number of female offenders participating in formal education programmes Number of female offenders participating in skills development programmes Number of victim participation in Parole Boards Female offenders Current/actual standard of service 522 Female offenders 486 Desired standard of service 690 598 Actual achievement 692 603 Victims, families, communities and offenders 1 832 1 981 1 989 Table 2.11: Batho Pele arrangements with beneficiaries Current/actual arrangements Consultation Service Standards Desired arrangements Actual achievements Internal and external beneficiaries to DCS services should be consulted about the level and quality of the services they receive and, wherever possible, will be given a choice regarding the services offered.
The Department continued with regular consultations with the internal and external beneficiaries and stakeholders which was mainly conducted through the Izimbizo, Youth Summits, and VODs.

Engagements with academia and DCS social partners improved access to rehabilitation programmes.

Rehabilitation programmes and services, in correctional facilities and community corrections should be delivered to internal beneficiaries in line with the mandates and set standards.
External beneficiaries to DCS services should be informed in detail about the level and quality of service they will receive so that they are aware of what to expect.

• Officials who are dealing directly with inmates on a day- to-day basis, observed the service standards applicable on the internal beneficiaries on a continuous basis.
• DCS generic service standards available were incorporated in the service charter poster which are displayed at all correctional facilities as information to the external beneficiaries.

• The service standards were updated during the 2022/23 financial year.

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22 | ANNUAL REPORT 2022/2023 Current/actual arrangements Access Desired arrangements Actual achievements All internal and external beneficiaries should have equal access to the services to which they are entitled.

• Inmates at all the correctional centres have equal access to prescribed privileges and services as determined in the Constitution of the Republic of South Africa, 1996 (Act No.

108 of 1996) and other mandates.


Inmates also have access to rehabilitation programmes such as education and skills training, health care, religious care, social work services and psychological services.

• Parole was considered for those who are eligible for this • Courtesy Information Beneficiaries to DCS services should be treated with courtesy, consideration and recognition of human dignity.
Formal complaints mechanisms should be available to deal with the complaints of internal beneficiaries and M&E reports should be used to signal the courtesy levels.

Complaints desk, complaints boxes and direct access to senior personnel should be available to external beneficiaries to register any deficiency in service delivery.

Internal and external beneficiaries to DCS services should be given full, accurate information about the services to which they are entitled.
Information on the mandates and service of the Department should be available on DCS website.

service.

• There was also a focussed approach to increase victim participation in Parole Board sittings.

• There was a focussed drive to increase the number of female offenders who had access to skills and educational opportunities.
• Processes were launched to improve services delivery to external beneficiaries who have had access to services such as payment of bail and fines, depositing of offender cash, legal representation consultations and visitation services.

Inadequate infrastructure is still a challenge regarding visitation services.

• Departmental core values have been set and outlined in the Strategic and Annual Performance Plans.

• Complaints boxes in the units were used by offenders who wanted to remain anonymous.
• All complaints from inmates were attended to and most of them were resolved to the satisfaction of the internal beneficiaries.

• Some matters were resolved through court cases and others through the intervention of the JICS.

• External beneficiaries used the available complaints mechanism and most of the issues were resolved.
• Signage that mention opening and closing times and other important information are visibly displayed at all correctional facilities and service delivery points to the advantage of the external beneficiaries.

• When inmates were admitted to DCS facilities, they were orientated and provided with information related to the services that will be rendered to them.

• Corrections @ Work is published to share information with all officials.
• Service Delivery Charter available and displayed at all correctional facilities to guide the external beneficiaries.

• Annual Reports and Strategic Plans available on the Departmental website and distributed to relevant stakeholders.

Information sharing through Izimbizo, Youth Summits, and VODs.

• • Regions and Management Areas engaged with stakeholders on various platforms including local media platforms regarding DCS services.

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22 | ANNUAL REPORT 2022/2023 Current/actual arrangements Openness and Transparency Desired arrangements Actual achievements Beneficiaries to DCS services should be informed on how DCS is structured on national, regional, management area, correctional centres and community correction office levels.
• Citizens and inmates were informed on the services of the Department and the contact detail of responsible managers for all the Regions were communicated in different ways.

Information about visiting times and contact person was visibly displayed at all DCS service points.

• Information on how DCS is run, the cost involved and who is in charge at each facility should also be provided.
If the promised standard of service is not delivered, beneficiaries to DCS services should be offered an apology, a full explanation and a speedy and effective remedy.

When complaints are made, beneficiaries to DCS services should receive a sympathetic and positive response.

DCS services should be provided economically and efficiently in order to give beneficiaries to DCS services the best value for money.
Redress Value for Money • Annual Reports and Strategic plans available on the Departmental website and distributed to relevant stakeholders.

• The cost to render the services of DCS was communicated in the MTEF process and disclosed in the Annual Reports.

• Complaints and request registers available in every unit at all correctional facilities to redress incidents where there was a lack of service delivery.
Independent Correctional Centre Visitors (ICCV) from JICS identified matters where redress was needed.

• • External beneficiaries received the necessary redress where service delivery complaints were found to be justified.

• Officials were deployed to verify performance information as per Auditor General’s Audit Plan at Management Areas.

• Annual Financial Statements are published in the Annual Report.
• The Strategic Framework on Self Sufficiency and Sustainability was one of the ways that the Department stretched then available budget and different interventions were in place to improve the self- sufficiency capacity.
Table 2.12: Service delivery information tool Current/actual information tools Approved Service Delivery Model distributed to all service points Approved DCS Service Delivery Charter DCS Website Desired information tools Actual achievements Continues communication to all levels of the Department regarding the status on implementing the new value chain and other changes to be communicated to relevant beneficiaries.

Service Delivery Charter posters to be displayed in correctional facilities.
DCS Website to reflect service delivery topics.

Approved Service Delivery Model available on DCS Website.

Implementation plan activated and communication plan used to popularise the content in the Department and to communicate to beneficiaries.

Service Delivery Charter posters circulated and displayed at all service points.

Service Delivery Charter, Service Delivery Improvement plan uploaded on the DCS internet.
Public stakeholders and clients have access to relevant information on the website which is fully maintained.

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22 | ANNUAL REPORT 2022/2023 Current/actual information tools DCS magazine: Corrections@Work and pamphlets DCS Planning instruments DCS Reporting instruments Desired information tools Actual achievements DCS magazine and pamphlets.

The DCS Strategic Plan (SP).


Corrections@Work is a quarterly magazine that is distributed to all officials and it is also available to the public on the DCS website.

The DCS 2021/22 Annual Report was tabled in Parliament, distributed to all key stakeholders and published on the website.

The DCS 2023/24 Annual Performance Plan was tabled in Parliament, distributed to all officials and available on DCS website Presented in Parliament.

The DCS Annual Performance Plan (APP) for 2023/24.


DCS 2021/22 Annual Report.

Distributed to all key stakeholders and published on the DCS Website.

Presented in Parliament.

Distributed to all key stakeholders and published in the website.

Table 2.13: Complaints mechanism Current/actual complaints mechanism Presidential Hotline Presidential Hotline.

Desired complaints mechanism Actual achievements All complaints from internal beneficiaries are recorded and responded to within the allocated timeframes.
All complaints are recorded and responded to within the allocated timeframes and redress done where necessary.

Fully operational DCS Call Centre to record and refer all complaints from external beneficiaries Established processes to deal with all received complaints Presidential Hotline registered 43 complaints during the reporting period.

Accumulatively 3819 of 3826 resolved with only 7 unresolved complaints.
Resolution rate achieved during the reporting period was 99.82% Inmates’ complaints and requests were attended to on a daily basis in line with the internal complaints management system.

The Judicial Inspectorate of Correctional Services attended to escalated complaints by Offenders.

The DCS Call centre received 6 109 complaints during the reporting period.

All 6109 complaints received during the reporting period were resolved.

The Call Centre achieved 100% resolution rate during the reporting period.
83 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 2.2.3 Organisational environment The Department had an establishment of 42 433 The Department recorded 78,6% of employees are Black, approved posts of which 38 135 posts were filled and 12,6% are Coloured, 7,2% are White and 1,6% are Indian.

A 4 298 were vacant.

The Department had a total of 1 total of 69,4% of SMS posts were filled which constitutes 350 posts that are additional to the establishment.
The 52% males and 48% females.

The Department recorded total number of employees, excluding employees with 0,84% of employees with disabilities.

The vacancy rate as disabilities, constituted 61,3% males and 38,7% females.

at 31 March 2023 was 10,1%.


Figure 17: Filled posts per gender: 31 March 2023 Female 38.7% Male 61.3% Number of males Number of females Figure 18: Filled posts per race group: 31 March 2023 Black 78.6% Coloured 12.6% Indian 1.6% White 7.2% Black Coloured Indian White The delivery of correctional services is a labour- developed and successfully registered the Correctional intensive operation that survives and thrives through Service Manager Qualification through South African its healthy officials.
The focus of the Department is to Qualifications Authority.

Furthermore, a qualification on ensure sufficient capacity to handle complex offender Security Manager in Corrections has been registered rehabilitation and development issues.

Officials are the with the Quality Council for Trades and Occupations and catalyst in correcting offending behaviour to help build a is in the process of development.

These qualifications safer society.


The Department in partnership with Safety will assist in professionalising Corrections and to offer and Security Sector Education and Training Authority has accredited training qualifications to officials in order to 84 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 perform effectively and efficiently.
During the year under In an effort to ensure that the Nelson Mandela Rules, review, four (4) Chief Deputy Commissioners attended which entail the standard minimum rules for the the Executive Induction Programme with the National treatment of offenders are adhered to, the Deputy School of Government while six (6) Directors completed Minister of Correctional Services, conducted a working the Orientation and Induction for SMS.
In addition, four visit to the Bethal Management Area under Limpopo, hundred and fifty-four (454) bursaries were allocated and Mpumalanga and North West (LMN) Region on 23 June the Department managed to place six hundred and forty- 2023.

The purpose of the visit was to assess the state of nine (649) student interns.
Operational visits to support service delivery The Department is required to provide a secure and safe environment for both inmates and officials in the correctional centres, as well as instilling and promoting rehabilitation and corrections for offenders through care and developmental programmes.

The Department is also mandated to manage operations in the correctional facilities and impart effective security operations that are in-line with the Correctional Services Act, 1998 (Act No.
111 of 1998 as amended).

The Deputy Minister of Correctional Services, conducted an operational visit to Upington Management Area to assess the quality of service delivery and inspect the correctional facility to ensure that operations are run effectively and that rehabilitation programmes are implemented as mandated by the Correctional Services Act, 1998 (Act No.

111 of 1998 as amended).


The White Paper on Corrections in South Africa (2005), stipulates that rehabilitation is best facilitated through a holistic sentence planning process that engages the offender at all levels, including social, moral, spiritual, physical, work educational/ intellectual and mental.

Offenders were encouraged to participate in programmes offered by the Department for their development and to avoid reoffending.
Senior managers were encouraged to interact with centre- infrastructure, interact with both officials and inmates, as well as to ensure that effective incarceration and rehabilitation programmes are implemented.

Bethal Management Area comprises of six correctional centres namely, Emerlo, Piet Retief, Standerton, Bethal, Volkrust and Geluk correctional centres.
Officials were encouraged to provide solutions to address the challenges that were raised which will positively contribute towards enabling the Department to deliver on its mandate.

The Deputy Minister of Correctional Services conducted a visit at Empangeni Community Corrections offices to engage officials on their daily operations as well as the challenges encountered in monitoring parolees and probationers in the communities due to the increasing number of parolees who are reoffending and re-arrested.
As one of the efforts to mitigate against the re-offending of parolees, correctional officials were urged to include Traditional Councils, South African Police Service as well as Community-Based Organisations to assist in ensuring that parolees are successfully reintegrated in their communities and are closely monitored.
Offenders were encouraged to partake in various rehabilitation programmes, including recreational activities that can enhance their skills and enable them to support themselves as they leave the criminal justice system and re-enter society.

based officials to monitor and ensure that operations in Food services training programme: Kroonstad and the correctional facilities are efficient and implement all Zonderwater.
necessary measures to avoid any discrepancies that may hinder service delivery and obstruct the Department from achieving its mandate.

The session concluded with a walk-about at the nearby Marcus Mbetha Sindisa Secure School.

The Department embarked on a joint- project with the school to provide upholstery training to offenders to manufacture coffins so that they are able to contribute in meaningful ways to the community using the skills acquired during incarceration.
These coffins will be donated to indigent families in the community.

The Department conducted food services training at the Kroonstad and Zonderwater Management Areas in an effort to find ways of improving the quality of the food, service and creativity at DCS Messes.

The training supports the future plans of the Department to have a fully-fledged accredited Food Services Academy for all officials working at messes and correctional centres’ kitchens in-line with the SFSSS.
85 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Human resources Session to refine key strategic Information technology Open Day pillars of the Human resource Plan.
At the core of the Department’s digital transformation is The Department convened an HR Session to focus on key the need to use technology to streamline and integrate priorities and to reflect on how HR can be repositioned organisational processes and systems to achieve quality as an enabler and partner, in contributing positively to service delivery.

To this end, the Department through its the achievement of outcomes envisioned in the SFSSS.
Government Information and Technology Office (GITO) Delegates representing all components under HR from Branch convened a two-day session, i.e.
an “IT Open Day,” Head Office and Regions engaged robustly in a quest to at the Johannesburg Management Area on 10 and 11 carve a new path towards reasserting the Department May 2022, to take stock of the Department’s Information as an employer of choice and to create a conducive and Communication Technology (ICT) capabilities environment for the development of an engaged ideal and deficiencies as well as to receive feedback and correctional official and leader as articulated on the proposals from top management, end-users and key White Paper on Corrections in South Africa (2005).
The stakeholders on the interventions required to address participants focussed on the delivery of the DCS 2020- various challenges in the environment.

The Department 2025 Strategic Outcomes through the following five has embarked on a number of initiatives to modernise themes: 1.

Building strategic capacity through a functional organisational structure aligned to the service delivery model.

2.
2.

Building strategic capability through talent management and organisational development for a capable civil service.

3.

Building an ideal correctional environment through the modernisation of HR administration and improved safety and security.

4.

Building a high performing ethical organisation.

its ICT systems and to ensure integration of systems of sister departments in the JCPS Cluster.
The objective is to ensure that the ICT systems are seamlessly integrated with the Integrated Justice System (IJS) which has been created to increase the efficiency and effectiveness of the entire criminal justice system, so as to eliminate duplication of services and programmes, thus ensuring effective use of resources and skills.
The symposium was aimed at outlining an ICT solution approach to combat security challenges in the Department and to sketch out an ICT modernisation systems architecture framework, redefine the concept of Integrated Security Systems (ISS) 5.

Building employee engagement that is led by an within the DCS context and design business intelligence ideal correctional leader in partnership with the ideal systems for comprehensive reporting.

A plethora of ICT correctional official.


These thematic focus areas are intertwined and designed to realise the desirable work environment that will increase an employer’s ability to attract and retain top talent.

Other pressing challenges that were tabled by the commissions include non-adherence to policy provisions and turnaround times, creating an environment conducive for sound employee relations and non-compliance with the 50:50 gender equity target.
Another critical issue that featured prominently during the session was the modernisation of HR and the strengthening partnerships internally and externally to create the necessary capacity for the Department to participate in the 4th Industrial Revolution.

This will assist in the implementation of the desired automation of HR processes such as e-Recruitment, e-Leave and e-Learning.

solutions have been developed as part of the broader ICT modernisation programme.
These solutions include the Integrated Inmate Management System (IIMS), JICS Mandatory Reporting, Electronic Monitoring, Telephone Management System (VoIP), Integrated Security System (ISS), Integrated Case Management System (ICMS), cash management system, LAN/WAN Infrastructure, mesh-network and cloud computing, physical security technologies, and the Virtual National Command Centre (VNCC).

High-level progress update and action plan on a number of IT projects that have been conceptualised.
The Department highlighted the need to strengthen relationships with State-Owned Enterprise (SOEs) operating in the ICT environment such as the State Information Technology (SITA), SENTECH, Council for Scientific and Industrial Research (CSIR) and the Integrated Justice System (IJS).

The IJS, SENTECH, SITA 86 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 and CSIR were also afforded the platform to outline their strategies that will enhance the quality of life of officials.
respective mandates and to sponsor suggestions on how Other developments in the pipeline include reviving to collectively harness and utilise their specialised skills sports as well as renovating swimming pools, stadiums and capabilities to help the Department and the criminal and tennis courts amongst others.

justice system at large to modernise their ICT systems.
Head Office launch of recreational club at Employee and Health and Wellness Summit Zonderwater Training College A three-day Employee and Health and Wellness Summit The Department is an operationally and administratively was held from 10-12 May 2022 in collaboration with diverse workspace.

Sport and recreation remains a critical various stakeholders such as the SAPS, DPSA and tool aimed to create a work-life balance for all officials.

The Employment and Labour, SA Partners and Old Mutual.
The Integrated Employee Health and Wellness Programme Public Service Act, 1994 (Act No.

103 of 1994), Regulation (IEHWP) is designed to create working environments 54, mandates government departments to have a policy through accessible services that boost mental health, that promotes the health and wellbeing of employees.

support positive lifestyle change, healthy recommended The status on employee wellness in the Department, wellness initiatives such as sport and recreation.
The IEHWP indicates that chronic illnesses such as HIV & AIDS, creates a working environment through the accessibility hypertension, diabetes, psychiatric illness and pulmonary of services that boost mental health, support positive diseases have emerged as major health concerns lifestyle change and healthy recommended wellness affecting public service employees.

The employee health initiatives such as sport and recreation.
There are 1 029 and wellness programme is defined as a work site-based officials and 45 contract workers accommodated between programme designed to assist in the identification and Head Office and training academies.

Head Office (all resolution of performance and behavioural problems, training academies included) has been affiliated to clubs resulting from personal and work-related concerns.

When at Management Areas closest to them in the prior years.
implemented correctly and prioritised, it has the potential Significant progress was made in 2022/23 where Head to increase productivity, reduce absenteeism and foster Office stands independently with nearly 500 affiliates and social cohesion among employees.

The provision of still growing.


Approximately 13 of the 23 official sporting wellness programmes and services is the primary codes are affiliated, with emerging interest in other sports responsibility of the Department and this course must not yet recognised departmentally, like swimming.
The be pursued as mandated by government through the newly founded recreational club includes Head Office as employee health and wellness framework and its pillars, a new addition to prospective competition against the six as outlined by the DPSA and the departmental Human Regions.

The interim committee consists of representative Resource Strategy.
In order to give meaning and the from Kroonstad and Zonderwater training academies necessary impetus to these ideals the Department has inclusive of Head Office.

an approved Integrated Employee Health and Wellness policy with four pillars, namely: Health and Productivity Management, HIV and AIDS and TB Management, Safety Health Environment and Quality Management and Wellness Management.
The Summit was anchored on the integrated employee health and wellness model and was aimed at addressing employee and employer health rights and responsibilities as well as to provide a platform for the implementation and coordination of health and wellness management programmes in the Department.
Management emphasised the importance of staff engagements and discussions on the integrated approach to the health and wellness of employees in the Department and contributions in the development of Relationships by Objective (RBO) work session with labour unions The Department hosted a two-day Relationships by Objective (RBO) work session from 15 to 16 September 2022 at Losperfontein Correctional Centre, in Limpopo, Mpumalanga and North West (LMN) Region, with the aim of resuscitating and improving the working relationship between labour unions and the Department.
RBO is a programme designed to improve and maintain relationships between organised labour and Management, by cohesively working together to strengthen teamwork towards a common goal.

One of the fundamental principles of the RBO is mutual trust and 87 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 respect for all stakeholders.

The General Public Service violence, intimidation, self-harm and suicides.
It further Sector Bargaining Council (GPSSBC) has acknowledged includes creating correctional facilities that are hygienic the Department for having one of the best grievance thus making it possible to have humane living conditions.

procedure policies in the public service.

The Department A common thread that emerged was the influence of remains committed to creating and improving processes gangs operating inside correctional facilities, officials to ensure that the mandate of the Department is achieved.
who are complicit in perpetuating illegal activities, lack of Remand Detention Tools of Trade Workshop The purpose of the Remand Detention Tools of Trade Workshops was to assess the level of understanding of departmental plans from officials at the coal-face and to mitigate against any challenges that may be hindering the execution of performance indicators thereof.
The first consultative session was held at Kgosi Mampuru Management Area in Gauteng; Free State and Northern Cape and Limpopo, Mpumalanga and North West Regions on 17 – 18 October 2022.

The second and last session which included Western Cape, Eastern Cape and KwaZulu-Natal was held at Westville Management Area in the KwaZulu-Natal Region on 20 – 21 October 2022.
The workshops also presented an opportunity to review and deliberate on pertinent tools of trade such as Standard Operating Procedures (SOPs) and court referrals of Remand Detainees who are terminally ill or have severe physical incapacitation.

In order to craft a successful rehabilitation path for inmates, it is important that officials understand the SOPs and key departmental policies that are put in place for the administration and release of Remand Detainees.
This will also ensure that the department delivers on its constitutional mandate.

National Security Sessions aimed at heightening security measures at correctional facilities The objective of the National Security Sessions , which was attended by Regional Commissioners and security experts in the Department, was to assess the efficacy of the Department’s security systems and adopt measures to address gaps identified.
The Department is an essential component of South Africa’s criminal justice system and has an important responsibility to ensure that citizens are and feel safe.
The session focussed on getting the basics right by creating correctional facilities that are secure, wherein the physical integrity of the facility is a priority in order to prevent inmates from escaping and smuggling oversight by managers and supervisors, non-compliance with policies and procedures, lack of intelligence gathering capability to circumvent illegal activities by officials and inmates, intimidation of officials by criminal syndicates and unsuitable and dilapidated infrastructure among others.
The Department is working with the Council for Scientific and Industrial Research (CSIR) to explore areas of collaboration in the development of various integrated security systems to enhance security in correctional facilities.

The KwaZulu-Natal Regional Security Session was held at the Durban Correctional Facility on 18 November 2022.

The Region provided implementable measures to heighten security for a meaningful impact at operational level.
The purpose of the session was to deliberate on issues relating to safety and security in the correctional facilities take collective decisions on how to deal with security breaches in order to strengthen security ahead of the official launch of the Safer Festive Season Operations campaign.

The Region forged partnerships with other organs of state, particularly the SAPS, who were also part of the session represented by KwaZulu-Natal Provincial Commissioner.
The importance of information management was emphasised to diligently deal with negative elements in the correctional centres.

Escape incidents continue to undermine the correctional system hence the Heads of Centres and Management Areas were tasked to frequently engage with the officials, particularly on the use of excessive force at correctional facilities.

Officials need to appropriately implement the Security Standard Operating Procedures (SOPs) in a correct and lawful manner.
The JCPS Cluster departments committed to assisting in developing a partnership that will assist each other in breaking the vicious circle of crime in and out of correctional facilities.

The development of a security rapid response plan will assist in dealing with disturbances in the correctional system particularly as drugs, mobile phones and other contraband.

It requires crime escalates during the festive season.
creating correctional facilities that are safe, where there is order, purposeful and structured systems so to prevent 88 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Department of Correctional Services Chaplains’ Work safer South Africa.
As the country moves into the fourth Session The 2021-2022 study by Global Peace Index, ranks South Africa at 118 out of 163 for the most violent countries globally, which suggests that more collective efforts should be put in eradicating these challenges facing society.

Faith-based communities’ role in Correctional Services continues to move from strength to strength supporting inmates of all faiths with their religious practices and needs.
The Department acknowledges that inmates should be allowed freedom of conscience, religion, thought, belief and opinion.

The Department recognises the distinct role that chaplains play in the offender rehabilitation value chain and promoting spiritual wellbeing of officials.

The Chaplains Work Session is a platform for Chaplains to revive and re-commit themselves to servicing the spiritual needs of the inmate population.
Chaplains play a significant role in developing the mission, value and social justice statements for the Department, which are aimed at promoting healing for the body, mind and spirit of officials and offenders.

The Chaplains session started on Sunday 23 October 2022, with the community outreach Church Service held at the Uniting Presbyterian Church in Southern Africa in Umlazi Township D section.
Chaplains gave humanitarian support to the community of Umgababa and distributed food parcels to 27 families that were affected by floods.

It is critical for the Spiritual Care personnel to have a common vision and strategic compass towards the attainment of the Department’s objectives as articulated in Correctional Services’ Vision 2068.
The mandate to rehabilitate offenders is difficult and complex but it is vital that the Department heal the damage caused by crime of those placed in the care of the Department.

The Department with the aid of Muslim Spiritual Care workers year of the five-year term of the Sixth Administration, the country and communities have expectations of elements that will contribute to a better life.
The focus of the Session was built on the work done during previous years and use that foundation as the springboard to propel the Department to greater heights as envisioned in the ‘Vision 2068’ strategy.

Managers focussed their thinking on finding practical solutions to tackle the triple challenges of poverty, unemployment and inequality, which has further been aggravated by the outbreak of the COVID-19 pandemic dealing a negative shock to the economy of the country and its revenue generation capacity.
The planning process was contextualised mindful of the fact that the COVID-19 Pandemic has had a direct impact on income due to premature deaths, workplace absenteeism, manufacturing productive activity due to global supply chain disruptions and closures of factories.

Poor growth prospects will impact on the long-term sustainability of government revenue.

Government must therefore continue with its reform agenda and recovery efforts, while being mindful of the various risks.
Factors that informed the 2023/24 Annual Performance Plan includes the insufficient energy supply, the ripple effect of the Russia -Ukraine conflict, climate change and resultant natural disasters as some of the high-ranking risks that the Department and the country must manage.
The Session also included an overview from external stakeholders on the highlights of the 10-year review of the NDP, the future of Corrections, concepts and practices in State capacity building as well as a reflection on the internal environment including the Human Resource Strategy in building a high performing and ethical organisation, MTEF Budget Prioritisation Framework and progress on the implementation of the Master Infrastructure Plan.
in the correctional context sets an agenda of meeting the Women, youth and persons with disabilities spiritual needs of Muslim inmates countrywide.

These interactions and mutuality from a spiritual perspective supports the rehabilitation of offenders.

South Africa is rated as one of the most unequal societies in the world.
In the workplace particularly within the public service, women, persons with disabilities and 2022 Annual Strategic Planning Session young people as vulnerable groups mainly benefit The Department conducted its Annual Strategic Planning Session at the Kgoši Mampuru II Management Area from 06 to 08 December 2022 to examine the prevailing socio- economic conditions and the constantly changing macro environment as the Department forges ahead to build on its vision to provide the best correctional services for a through transformation programmes adopted by the employer.
The Employment Equity Plan continues to be one of the transformation tools adopted by the Department as an implementation programme to achieve substantive equality.

Through the Employment Equity Plan’s Affirmative Action Programme or non- 89 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 numeric targets, clear targets that are bias towards the Workforce in South Africa has gradually moved from 83% development, empowerment and training of women, Male 17% Female to 62% Male 38% Female by December persons with disabilities and youth as the said vulnerable 2022.

The 21% increase of the women representation groups have been set.
Numeric targets of the Employment Equity Plan ensure in the corrections work space is highly welcome and acknowledged as an evident transformation achievement.

equitable representation of designated groups in all At decision making levels, the representation of women occupational levels of the workforce with emphasis to has increased by 30% as at March 2023, having improved reduce economic disparities at decision making levels.

from 18% in 1999.
from 18% in 1999.

The current 48% representation Further, it ensures that entry into the ‘Corrections industry’ of women at senior management levels against 52% is no longer a preserve for males of any particular race representation of males has been reduced by 1% when group, but rather that the Department embraces the compared with the 2021/22 financial year, due to the inclusion of all sectors of society including the LGBTQIA+ retirement of two female senior managers.

community.
community.

Department of Correctional Services Global Figure 19: Trend analysis of Persons with Disabilities for the period 2018/19 to 2022/23 0,75% 0,77% 0,76% 0,78% 0,84% 2018/19 2019/20 2020/21 2021/22 2022/23 The Department is committed to the realisation of for both principles and practical measures to ensure the equity regarding persons with disabilities through the integration and gainful employment of persons with operationalisation of section 9 (3) of the Constitution disabilities.
Efforts should be made to provide disability of the Republic of South Africa, 1996 (Act No.

108 of awareness training and regular opportunities for officials 1996).

The representation of persons with disabilities is to disclose their disabilities.

steadily improving having moved from 0.78% (306) in the previous financial year to 0.84% (321) by March 2023.
Disclosure of disabilities is important as it is one way of securing the provision of reasonable accommodation and facilitating a supportive and nurturing environment for known disabilities.

The Department’s Policy on Persons with Disabilities which is derived from the Constitution of the Republic of South Africa, 1996 (Act No.

108 of 1996), Employment Equity Act, 1998 (Act No.
55 of 1998), Public Service Regulations, 2001, White Paper on an Integrated National Disability Strategy (1998) provides The Department’s Women’s Month celebrations, for Head Office female officials was held on 15 August 2022 at Kgoši Mampuru II Management Area under the theme: “Women’s Socio- Economic Rights and Empowerment: Building Back Better for Women’s Resilience.” The national Women Empowerment Session was held at the St Albans Management Area on 31 August 2022.
The Correctional Services 16 Days of Activism for no violence against women and children Campaign commenced on 25 November 2022 at Breede River Management Area in the Western Cape Region.

This is part of the departmental activities 90 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 to raise awareness about the negative impact that GBVF 2.2.5 Institutional policies and strategies has on women and children, and the most vulnerable in society.
Officials, inmates and the society at large are called to action, to challenge attitudes and stereotypes that perpetuate GBVF.

All officials were encouraged to work together with the police, prosecutors, courts and The Department ensures effective policy coherence, policy coordination and policy implementation for correctional services.
The following service delivery policies were approved during the 2022/23 financial year: members of the public to ensure that GBVF crimes are Policy on Offenders with Disabilities reported.

According to the White Paper on Corrections in South The Department has developed and is implementing a Africa (2005), the Department should operate within a correctional programme which focuses specifically on human rights model.

Correctional institutions should be the needs of female offenders.
The objective is to create designed to cater for the needs of disabled offenders and awareness and empower female offenders on areas such should be consistent with the White Paper on Persons as general life skills, relationships, addictive behaviour with Disabilities (2015).

The Policy on Offenders with and career building.


In addition, other correctional Disabilities provides for the well-being and empowerment programmes are available and being facilitated to of offenders with Disabilities focussing on the removal youths and to people with disabilities as needed.

An of barriers for equal participation and the elimination existing Correctional Programme was reviewed to enable of discrimination based on disability.
The Department is the Department to orientate offenders on GBVF to committed to ensure reasonable accommodation and understand the implications and effects thereof.

barrier free environment for offenders with disabilities.

2.2.4 Key policy developments and legislative changes The Correctional Services Act, 1998 (Act No.
111 of 1998 as amended) is being reviewed taking into consideration developments in the correctional system, the international and regional obligations, Nelson Mandela Rules and other judgments impacting on the interpretation of the Correctional Services Act, 1998 (Act No.

111 of 1998 as amended).

Areas primarily identified to be reviewed are provisions related to amongst others, parole, intestate transfer of foreign national offenders, service conditions of officials, the NCCS and treatment of inmates.
The Correctional Services Amendment Act, 2021 has been assented to and published to amend certain provisions of Sections 1, 73 and 136 of the Act.

The Department is engaged in introducing a Correctional Services Amendment Bill, 2023 to amend sections 1, 30, 31, 88A and 91 of the Act and to introduce a new section 95D regarding its relationship with and the independence of JICS.
A JICS Bill has also been developed and the finalisation thereof hinges on a final determination from National Treasury to replace most of the provisions in Chapters 9 and 10 of the Act.

The Policy on Offenders with Disabilities seeks to guide practice and address issues pertaining to disabilities as stated in the Constitution of the Republic of South Africa, 1996 (Act No.

108 of 1996) as well as in the National and International Standards.
The objectives of the Policy on Offenders with Disabilities are to establish a barrier-free space and facilities where offenders with disabilities shall maintain and/ or regain optimum level of physical, mental and emotional well-being; promote equal and humane treatment of offenders with disabilities; encourage offenders with disabilities to participate in services and programmes for their development and well-being in accordance with the relevant legislations and prescripts.
Mainstream specific needs of offenders with different disabilities into the service delivery arena of the Department.

Formal Education Policy Education is regarded as an essential component of the reconstruction, development and transformation of the South African society.

The Bill of Rights in the Constitution of the Republic of South Africa, 1996 (Act No.

108 of 1996) enshrines the right of all citizens ‘to basic education’ which includes inmates.
The Formal Education Policy emphasises that the implementation of Section 41 of Correctional Services Act, 1998 (Act No.

111 of 1998 as amended) and the DCS Regulation 10(2)(f ) as amended, 91 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 that all sentenced inmates who have not obtained the Policy on Sport, Recreation, Arts, Culture and Library ninth grade as contemplated in Section (3)(1) of the South Programmes and Services African Schools Act, 1996 (Act No.
84 of 1996), must be encouraged to attend educational programmes until such inmate reaches the age of 25 years, or the ninth grade, or adult education and training Level 4 as registered on the national qualification framework as contemplated in the National Qualifications Framework Act, 2008 (Act No.

67 of 2008), whichever occurs first.


Educational programmes and services shall as far as possible be responsive to the needs of the inmates, depending on availability of resources and the curriculum offered at each centre.

Educational programmes will also be aligned to the developments in the country with regards to e-learning in so far as it is guided by security implications.
Section 31 of the Constitution of the Republic of South Africa, 1996 (Act 108 of 1996) provides for a South Africa where all its citizens shall be able to enjoy and exercise their religious, cultural and language rights and a viable library service is one important entity through which this ideal can be achieved.
The Policy on Sport, Recreation, Arts, Culture and Library (SRAC&L) Programmes and Services provides a broad framework for the provisioning of programmes and services to offenders and remand detainees that promote social cohesion and personal development, set and maintain library standards of the highest quality that will be in line with general norms in the field as well as to guide the sale of arts and crafts Offender Skills Development Policy manufactured by offenders.
The provisioning of SRAC&L The Department implements the broad objectives of the Skills Development Act, 1998 (Act No.

97 of 1997) and Post School Education and Training and Continuing Education and Training Act, 2006 (Act No.

16 of 2006) by means of ensuring that needs-based skills development opportunities are available to offenders that will contribute to self-sufficiency and sustainability of the Department and a sustainable life after release.
The National Skills Development Strategy (NSDS) reiterates the Government’s vision for the future of South Africa as “a nation with a fast-growing and competitive economy that creates sufficient jobs for all workers”.

This requires the Department to increase access to quality and relevant education and training as well as skills development programmes and services, includes activities that they add value and provide an opportunity for revenue generation.
SRAC&L programmes and services should form part of the list of activities for inmates and incorporated into the offenders’ Correctional Sentence Plans to assist them to re-order their lives in a positive manner, considering their needs, affording them with ability to plough back into self-sufficiency and sustainability initiatives as well as to provide social, economic and cultural benefit to their communities The Policy must ensure that offenders are developed, skilled, trained in arts and craftsmanship to become potential entrepreneurs, contribute towards reducing unemployment and become economically active in society.
opportunities, including workplace learning and Youth Offender Policy experience, to enable effective participation in the economy that will ultimately reduce inequalities.

The provision of skills development programmes and services aims not only to equip offenders with marketable skills and knowledge but also to inculcate positive attributes and attitudes which would encourage offenders to abandon offending behaviour and embrace norms and morals acceptable in the society.
The main objective of the Skills Development Policy is to assist offenders to attain the competencies and attributes that would enable them to be successfully reintegrated into the society and lead a crime free life.

The Department regards offenders between the ages of 18 to 25 years as youth offenders.

In line with the White Paper on Corrections in South Africa (2005) youth offenders are considered as a special category of offenders with unique needs that can be addressed holistically.
Rehabilitation of youth offenders is a collective social responsibility hence Government has realised the importance of building youth capacity in a way that allows them to contribute meaningfully to society.

In South Africa, as in many countries, young men and women are confronted with a changing and highly competitive economy.

Their engagement with the economy is often limited as a result of lack of appropriate work experience and inadequate skills.
The Youth Offender Policy provides guidelines on the special needs of youth offenders and 92 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 remand detainees in consideration of the Departmental Spiritual Care Policy key strategic programmes that are geared at addressing matters of youth in correctional facilities.

The Department has initiated a number of services and programmes to enhance rehabilitation and support of young inmates.
The Youth Offender Policy caters for the basic needs of youth offenders and those under remand, directs needs-based rehabilitation programmes, promotes societal responsibility in the rehabilitation of the youth offenders and those under remand, ensures participation of relevant stakeholders in the rehabilitation process and assists youth offenders and remand detainees to explore their capabilities and discover their potential.
Offender Privileges Policy Offenders have rights that are enshrined in the Constitution of the Republic of South Africa, 1996 (Act No.

108 of 1996).

These rights are unalienable and are not forfeited upon incarceration, however, the application of these rights might be limited in the case of offenders as a result of their incarceration.
In this context, the Offender Privileges Policy seeks to create an environment that avoids physical, mental and social deterioration of offenders by creating conditions for recreation and exercise.

The Offender Privileges Policy seeks to regulate the manner of granting, withdrawal, suspension and forfeiture of offender privileges with due regard to rules, acts of Parliament, policies and regulations of the Department, as well as international requirements pertaining to the treatment of offenders.
The Offender Privileges Policy contributes to rehabilitation of sentenced offenders through provision of comprehensive privileges to offenders, which are consistent with the changes in the correctional system.
It further seeks to acknowledge the dynamic nature of the environment prevailing in different correctional centres which necessitates variation and adaptation of The Spiritual Care Policy is designed to facilitate the provision of need-based spiritual care services and programmes to offenders towards their rehabilitation and successful reintegration as well as building their moral and ethical values which are acceptable to the society.
An inmate’s religion is one value that remains constant in his/her life and it is imperative to ensure that offenders’ spiritual needs are adequately met.

The Spiritual Care Policy creates an opportunity and encourages offenders to practise their religion according to the specific prescriptions of their religion, subject to administrative practicability of facilities and the maintenance of good order and security in correctional facilities.
Spiritual care forms an integral part of the rehabilitation programme for the offender and aims to contribute to the change of the offender’s behaviour, based on the acceptance of a lifestyle which is accordance with the dictates of his/ her church/faith.

The spiritual care services take place in partnership with different churches/faiths and Faith Based Organisations.
Chaplains, Spiritual Care Workers and controlling bodies of different churches/faiths regularly liaise with one another for the provision of integrated and holistic services to offenders.

Access is granted to the local ministers/religious communities to render services and programmes to their incarcerated members/ adherents with a view to promote societal responsibility towards the rehabilitation of the offender.
Furthermore, rehabilitation should not only be seen as a tool to help offenders to return to the community, but as a means to long-term crime prevention.

To be effective, rehabilitation must incorporate all aspects of the offender’s life and offer opportunities for education and training, personal development, personal well-being - socially, physically, emotionally and spiritually.

the offenders’ privileges and amenities.


Overall the Policy Control of Tobacco and Smoking Policy seeks to ensure uniformity in the treatment of sentenced offenders incarcerated at different correctional centres of the Department whilst taking into consideration the varying operation circumstances per correctional facility.

The Offender Privileges Policy recognises that privileges, regardless of how minor they may be, is significant to offenders.
Tobacco smoking in correctional facilities is an important public health issue because of the dangers associated with active and passive smoking.

The Department has a legal responsibility to protect the health of all people in custody, employment and visitors by establishing a smoke free environment.

There is clear medical evidence that passive smoking is harmful to the health of smokers and non-smokers.

This has warranted restrictive laws in the public’s interest to prohibit smoking in public places.
This requires the Department to provide a safe environment 93 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 and protect the health of all inmates, officials and visitors or medical grounds and be taken by health care workers.

from illnesses caused by tobacco smoke.


Inmates have The Department should continue with the care and the right to choose whether to smoke or not, however treatment provided to the inmate during detention and such a right is not absolute and must be weighed the community should also provide the same following against the right to an environment that is not harmful release.

Resources and facilities should be made available to the health and wellbeing of others.
The Control of to meet the needs of all inmates including those with Tobacco and Smoking Policy does not ban smoking, special health needs.

Appropriate training should be but seeks to protect non-smokers from the dangers of provided to all health care professionals including non- passive smoking.
Smoking will be prohibited within all health care workers who are actively involved in health correctional facilities except in the designated areas, care delivery and measures will be developed to monitor in compliance with the requirements of the law.
There and evaluate compliance to the Health Care Policy to should be clear signage indicating designated smoking determine its impact on the health of inmates, and its areas with the exception of youth centres in the units efficiency, effectiveness and relevance.

housing children, where smoking is strictly prohibited.

In an effort to assist individuals to adjust to change, there should be smoking cessation programmes available.
Health Care Policy Nutritional Services Policy The Department has a responsibility to maintain the health and well-being of those incarcerated by satisfying their nutritional needs according to internationally and According to the International norms and standards, nationally accepted norms and standards.
The Department “inmates must have access to the same quality and range has a statutory obligation to ensure that stipulations of of health care services as the general public receives the Constitution of the Republic of South Africa, 1996 from the National Health Services.” A person’s capacity to (Act No.
108 of 1996) and other statutes are adhered to access these services should not be compromised due to by providing food with adequate nutritional value as incarceration since all people have a basic right to health, determined by the Recommended Daily Allowance or nutrition, clean and safe environment.

In some cases, Intake, in a manner that is not discriminatory in terms of inmates admitted into correctional facilities are already colour, race, origin or creed.
There is a uniform ration scale in poor health and most will come into close contact with adequate nutritional value for all inmates including with other inmates in overcrowded conditions.

The babies incarcerated with their mothers, which provides a Health Care Policy is compatible with the National Health reasonable variety of food items and meal plans which Policies and Treatment Guidelines.
Primary Health Care is make diversification possible, taking into consideration seen as the key component in the management of and eating patterns and habits, as far as practically possible.

reduction of health-related risks in correctional facilities.
It is also expected of every food service unit official or Health services should be able to implement preventive food handler to ensure, through personal concern and and promotive programmes and provide curative, commitment that food is handled in a hygienic manner rehabilitative, and other relevant care comparable to at all times, prepared tastefully, served in an attractive those enjoyed by the general public, within the available manner at recommended temperatures and that every resources.
Health education programmes encourage the inmate receives his/her rightful portion during all meal development of healthy lifestyles and enabling inmates servings.

A well-equipped food service unit, well trained to make appropriate decisions regarding their own health officials and efficiently managed food services are pre- and diminishing the risk of dependency.
Inmates should requisites for sound nutrition which aim to improve the be motivated to participate in health programmes where overall quality of health of inmates.

The Department must they are taught in a coherent manner the behaviour and also improve the nutritional status of inmates and babies strategies for minimising risks to their health.

The main incarcerated with their mothers.


objective of the Health Care Policy is to provide proper and adequate health care as a basic right of all persons including the detained, decisions about inmates’ health should be based on individual and / or collective health Pharmaceutical Services Policy Access to health care is a fundamental human right for all South Africans, including inmates as well as cared 94 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 for children in correctional centres.

The National Health the aim of addressing offenders’ needs and helping them Act, 2003 (Act No.

61 of 2003) provides a framework for deal with factors that impact negatively on their daily a structured uniform health system within South Africa.

lives.

As such, health care service provision in the Department must be equivalent to that available in the community.
The Pharmaceutical Services Policy is intended to provide guidance on the organisation, functions and operation of pharmaceutical services within the Department, with the ultimate goal of ensuring the provision of quality health care services for improved health outcomes.
While the provision of pharmaceutical services in the Department should be in line with national and international norms and standards, there are specific challenges that are unique and render the implementation of applicable legislations, policies and guidelines difficult.
Medicine availability is the outcome of a complex, multi-stakeholder value chain, with many demand and supply functions interacting in a nonlinear nature, hence interventions should not be bias towards procurement and supply chain but rather focus on all components of the pharmaceutical’s management cycle.
The purpose of the Pharmaceutical Services Policy is therefore to guide pharmaceutical service delivery by setting standards for pharmaceutical services management to enable proper management of inmates’ medical conditions and cost- effective use of resources.

Social Work Policy Policy on the marriage of inmates Incarceration in itself consists of loss of liberty therefore the circumstances of incarceration should not be used as punishment.

Any adverse effects of incarceration should be minimised.
The Department acknowledges that life in correctional facilities is restrictive, but also that conditions in a correctional facility should be as humanely normal as it is possible, subject to limitation for secure and proper administration of correctional facilities.

Inmates are encouraged to build and maintain family and social relations with the aim of strengthening sound family relations and support systems.
An inmate cannot be denied the right to marry if he/she is serving a term of incarceration or in detention as a Remand Detainee.

However, the rights of inmates including offenders serving sentences and Remand Detainees are subject to limitations in terms of Section 36 of the Constitution of the Republic of South Africa, 1996 (Act No.

108 of 1996).
108 of 1996).

Marriage can play a positive role in promoting the rehabilitation and reintegration of an offender into society and can instil a sense of responsibility and belonging in inmates.

Furthermore, marriage can enhance the building of relationships and strengthen mental, personal and social support systems of the inmate.
The Policy on The White Paper on Corrections in South Africa (2005) as the marriage of inmates guides, informs and regulates the amended, outlines in detail the key objectives towards marriages of inmates to build on moral and ethical values ensuring effective rehabilitation of offenders.

Social work that underpin society.


The Policy Procedures for Youth Offenders, Pharmaceutical Services, Social Work Services, Production Workshops and Offenders with Disabilities were also approved during the 2022/23 financial year.

services in the Department, are mandated by Correctional Services Act, 1998 (Act No.

111 of 1998 as amended), Section 41 (3) to provide psychosocial services to enhance the mental well-being of offenders.
The Social Work Policy is developed to ensure that Social Work Services are streamlined to deliver rehabilitation of offenders by addressing their needs.

It seeks to guide, set standards and develop mechanisms to ensure effective practice of social work within the Department.

Development and support of sentenced offenders, probationers and parolees with the view of promoting their social functioning and mental health is of paramount importance.
The Social Work Policy seeks to provide a framework to guide and inform the provision of social work services in the Department.

It seeks to ensure the quality, efficiency, effectiveness, sustainability and relevance of social work services with 95 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.2.6 Court rulings for 2022/23 Case Number: Date of court ruling Applicant Respondent Summary Judgement Constitutional Court (CCT221/21) 2022/11/21 JJ Walus Minister of Justice and Correctional Services & Others The Constitutional Court reviewed and set aside order of SCA.
Substituted Minister’s decision not to place Walus on Parole, by ordering that Walus be placed on parole Placement on Parole High Court, Pretoria (29038/19) Case Number: Date of court ruling 2023/03/15 Applicant Respondent Summary JK Van Wyk & Others Minister of Justice and Correctional Services & Others Plaintiff’s prayed for declaratory order whether first or second GPSSBS Resolution concerning payment of OSD for erstwhile members is applicable to them.
The Court held that the first resolution is applicable and ordered DCS to pay.

DCS launched application for leave to appeal entire judgment as it contains material errors of fact and law.

Leave to appeal was heard on 7 July 2023 and the Department awaits judgment.
Payment of Second phase OSD to erstwhile members (Appealed) Labour Court, Johannesburg (JR1050/18) Minister of Justice and Correctional Services & Others PSCBC, Boucher & Others The Department launched a review application against an arbitration award concerning leave to be taken over public holidays and weekends.

Arbitrator ruled that leave should not be taken.


Review application: Leave on Public Holidays and Weekends (Appealed) Judgement Case Number: Date of court ruling 2023/03/17 Applicant Respondent Summary Judgement 2.2.6.1 2.2.6.2 2.2.6.3 96 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.3 PROGRESS TOWARDS ACHIEVEMENT OF NDP AND MTSF OUTCOMES In 2012 Government adopted the National Development strategic direction from the first 25 years to the second Plan (NDP) 2030 which is a long-term vision for the country.

25 years of democratic governance.


This roadmap is built The NDP sets out a long-term vision for the country and on three foundational pillars of: (a) driving a strong and provides the programme through which South Africa inclusive economy; (b) building and strengthening the can advance radical economic transformation through capabilities of South Africans; and (c) achieving a more development planning.

The NDP is a long-term plan capable State.


The seven priorities of the R-MTSF are aimed at reducing poverty and extreme inequalities embedded through these three pillars.

The R-MTSF was and ensure that there is quality healthcare for all, access designed to identify critical actions to be undertaken to quality education, inclusive economy that will create that would put the country on a positive trajectory jobs for all, social protection and ensure safety within towards the achievement of the NDP.
The aim was, to as communities, amongst others.

The achievement of the far as possible, reflect Department-specific NDP targets NDP goals depends on cooperative relationship across to enable direct links between the NDP, R-MTSF and national, provincial and local governments; private departmental Strategic Plans and Annual Performance sector; labour; and civil society.

The NDP is founded on six Plans.


Despite the negative impact of COVID-19, South pillars that represent the broad objectives of the plan to Africa is in a better place than it was in 1994.

The slow eliminate poverty and reduce inequality.


This can be done progress on the implementation of the NDP is however by redirecting the focus of policy-making from short-term concerning and there is an urgent need to course correct symptom-based policies to longer-term policies based and get the NDP back to the envisaged path.

on sound evidence and reason.

The central focus of the NDP is to ensure the achievement of a “decent standard of living” for all South Africans by 2030.
The Department embraced the NDP as a platform for united action by all South Africans to ensure safety and secure communities, eradicate poverty, create full The Revised Medium-Term Strategic Plan (R-MTSF) as a employment and reduce inequality.
This is evident in Five-Year Implementation Plan towards the achievement its contribution to R-MTSF Priority Six: Social Cohesion of the priorities of the NDP 2030 is critical as this allows and Safe Communities and Priority Two: Economic Departments to develop a Strategic Plan towards the Transformation and Job Creation as well as Priority Three: achievement of the 2030 vision.
The R-MTSF 2019- Education Skills and Health which is aimed at realising 2024 is the manifestation of the plan for the NDP and a just, peaceful and safer South Africa as prescribed in the implementation of the electoral mandate of the Chapter 12 and 14 of the NDP.

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22 | ANNUAL REPORT 2022/2023 9 8 Table 2.14: Contribution towards achievement of NDP and MTSF Outcomes NDP CHAPTER PRIORITY NDP Chapter 12: Building safer communities Priority 6: Social cohesion and safe communities IMPLEMENTATION PLAN AND MONITORING FRAMEWORK Social reintegration of offenders PROGRESS Community Corrections focuses on the Restorative Justice Programme which is aimed at elevating the victim to the centre of the criminal justice system, by making sure that victims are not forgotten when the Department rehabilitates and reintegrates those who have offended Restorative Justice plays an important role in the rehabilitation and reintegration of offenders.
Within a correctional setting it is defined as the process of elevating the role of victim and community members through active involvement in the justice process, holding offenders directly accountable to the people they have violated and providing a range of opportunities for dialogue, negotiation and problem solving which can lead to a greater sense of community safety and social harmony.
Section 299A of the Criminal Procedure Act emphasises that when a sentence is given to a person for specific offences, complainant / victims /relatives of the offended must be allowed to make representations.

The Department, in support of Government Victim Empowerment Programme (VEP), developed procedures to facilitate and promote the involvement of victims in Correctional Supervision and Parole Boards (CSPB) meetings when an offender is considered for possible placement on parole.
In order to facilitate the involvement of victims in Parole Board meetings, provision was made in both Section 75(4) of Correctional Services Act, 1998 (Act No.

111 of 1998 as amended), as well as Section 299A of the Criminal Procedure Act, 1977 (Act 51 of 1977) to regulate matters in this regard.

The representation by the victim may be presented in writing, oral, video /audio recordings and through the Audio-Visual Systems which were installed in all 53 Parole Boards Offices.
When setting parole conditions particular attention are given to the protection of victims and a broader community.

Victim participation in parole processes foster successful social reintegration of offender.

The Department has adopted a Restorative Justice (RJ) approach which seeks to address offences committed and assist offenders to take accountability for such offences which may include restoration of relations with victims and the offended.
The Department was able to conduct this through processes of Victim Offender Mediation/Dialogue (VOM/VOD).

In terms of the Victim Offender Mediation, during 2022/23, the victims and offenders were given the opportunity to meet and engage in a discussion about the crime committed against the victim with the assistance of a trained mediator.
During the VODs, both the victim and the offender are provided an opportunity to meet face-to face in a safe and secure setting in order to provide a pathway to a healing process and ensure that the victim’s voice gets heard and for the offender to fully understand the effects of his or her actions.
In ensuring the implementation and monitoring of the Restorative Justice Programme, the Department has developed indicators measuring participation of offenders, parolees, probationers and victims who participated in Restorative Justice.

In the 2022/23 financial year, 18 121 victims and 5 545 offenders, parolees and probationers participated in the Restorative Justice programmes.
In the financial year 2022/23, 50 134 (99%) of the 50 695 parolees complied with parole conditions while 7 990 (99%) of 8 101 complied with probation conditions.

Through its Social Reintegration Framework, the Department is repositioning the system of Community Corrections.
The overarching aim of the Social Reintegration Framework is to keep individuals in the community where, through Community Corrections, the Department will be able to provide supervision interventions and tailored services to prevent re-offending, thereby improving public safety.

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22 | ANNUAL REPORT 2022/2023 NDP CHAPTER PRIORITY PROGRESS IMPLEMENTATION PLAN AND MONITORING FRAMEWORK Public involvement and education platforms aimed at opening the interaction between the community and the Department with the purpose of sharing and exchanging ideas about how better to enhance programmes of rehabilitation and reintegration of offender back to communities.
The process involves mobilising a community-wide effort to eliminate re-offending and ensure sustainable social reintegration where the victims and the community are major beneficiaries.

In terms of Community Outreach programmes which are also aimed at improving social reintegration through strategic partnerships, 745 izimbizo were held including VODs, marketing of departmental programmes, public amenities cleaning projects.
The Department renewed the Memorandum of Understanding (MoU) with the National House of Traditional and Khoi-San Leaders (NHTKL), following the signing of the first MOU in 2019.

Encouraged by the successes achieved by the partnership, the Department sought to strengthen relations between both institutions and to gear the MOU towards improved community corrections and efficient reintegration of offenders.
This partnership with the NHTKL illustrates the Department’s commitment to making corrections a societal responsibility as outlined in the White Paper on Corrections in South Africa (2005).

There is no correctional system that can achieve its objective if it does not have a range of healthy external partnerships.
Concerted efforts were made during 2022/23 to engage variety of stakeholders such as Government Departments, JCPS cluster, Private Sector, NGO’s, FBO’s, CBO’s, communities, families and society at large as these stakeholders have a role to play.

The Department facilitated access to economic opportunities for ex-offenders, parolees and probationers.

During the 2022/23 financial year a total of 875 economic opportunities were facilitated for offenders, parolees and probationers.
In the same period 23 747 parolees and probationers participated in various community initiatives as part of ‘giving back to the community’.

During 2022/23 financial year, 344 socio-economic opportunities were facilitated for victims of crime.
In addition to pursuing District-specific partnerships with the business and NGO sectors to leverage the District Development Model (DDM), the Department entered into a nation-wide MOU with the National Youth Development Agency (NYDA), which is focused on providing demand-driven skills training, entrepreneurship development programmes and facilitating job placement opportunities.
The Department continues to ensure that rehabilitation programmes that leads to offenders, parolees and probationers exiting corrections with relevant skills for work opportunities and becoming productive citizens and successful reintegration programmes are implemented to ensure a smoother transition of offender reintegration back into communities.
Key to rehabilitation is empowering offenders, parolees and probationers to function effectively upon their release and to ensure that offenders are involved in productive activity while they serve their sentences.

Offenders are empowered with the necessary skills in order to have gainful employment and reduce reoffending.

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22 | ANNUAL REPORT 2022/2023 1 0 0 NDP CHAPTER PRIORITY NDP Chapter: 13: Building a capable and developmen- tal state Priority 1: Capable, ethical and developmental state IMPLEMENTATION PLAN AND MONITORING FRAMEWORK Improved leadership, governance and accountability Functional, efficient and integrated government Professional, meritocratic and ethical public administration NDP Chapter 3: Economy and employment Priority 2: Economic transformation and job creation More decent jobs created and sustained PROGRESS The DPSA’s Public Sector Integrity Management Framework requires Government Departments to ensure that measures and standards for managing integrity and promoting ethical conduct are strengthened.
Fighting fraud and corruption remains an apex priority of the Department.

The Department has an approved Anti-Corruption Policy and Fraud Prevention Policy in place aimed at ensuring that fraud and corruption activities are rooted out and appropriate steps are taken to successfully detect and investigate cases of corruption, with a view to prosecute, convict and incarcerate perpetrators.
During 2022/23 financial year, significant strides were made, amongst others, to address those public service employees involved in corrupt activities.

The Department achieved a 100% guilty finding with 73 officials disciplined for allegation of theft, fraud, corruption, maladministration.

The sanctions imposed against the 73 officials are Dismissal: 28 officials, Suspension without salary as alternative to dismissal: 17, Final Written Warning: 9, Written Warning: 16; Corrective Counselling: 3.
In addition 6 officials resigned after they were served with a notice of disciplinary hearing.

The Department concluded 203 investigations (67%).

The target of 70% was not achieved was mainly due to the complexity of the cases investigated.

The Department conducted 30 Workshops on ethics, fraud prevention and anti-corruption in an effort to prevent fraud and corruption.

The workshops were attended by 721 officials.


The approved Whistle Blowing Policy and Procedure is a direct demonstration that the Department is working towards a culture of openness and transparency.

The Department continues to encourage officials to disclose in good faith information related to fraud and corruption that might be in the interest of the Department.
The Department continues to put measures in place to ensure that safety and security of the inmates and officials is maintained within correctional facilities.

The smuggling of illegal contrabands into the Department’s correctional facilities remains a challenge.

These contrabands, if consumed by inmates, compromise the safety of both officials and inmates.

Empowering offenders with skills to function effectively in society upon their release, is essential for rehabilitation purposes.
It is equally important to ensure that offenders are actively involved in productive activities while serving their sentences.

Offenders across the country are giving back to their communities through all skills they have learnt during their incarceration period.

The Department is implementing the Strategic Framework on Self Sufficiency and Sustainability which was approved on 31 March 2021.
The self-sufficiency model is being implemented to reduce running costs at all correctional centres and generate revenue for correctional services by maximizing production through utilisation of offender labour.

The goal is for offenders to produce their own food, which will result in correctional facilities realizing savings for the Department each year.
Through the SFSSS, the Department is addressing the barriers and challenges which often confront ex-offenders such as lack of skills, unemployment and failure to be reintegrated back into society.

Inmates are able to gain skills which they can use to earn an income including farming, workshop skills such as bricklaying, carpentry, plumbing, tractor mechanic, sewing, hair dressing and beautification, and baking, among others.

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22 | ANNUAL REPORT 2022/2023 NDP CHAPTER PRIORITY PROGRESS IMPLEMENTATION PLAN AND MONITORING FRAMEWORK In enhancing self-sufficiency, the Department manufactured 80 138 cloth-face masks during 2022/23 financial year.

Through the implementation of the SFSSS, the Department saved a total of R322 million.

During the 2022/23 financial year, the Department was 100% self-sufficient in terms of producing eggs for inmates.
In addition, all Management Areas in Gauteng and the Eastern Cape are no longer procuring cabbage from external providers.

Other food items were produced for inmates within correctional facilities such as: 9,4 million kilograms of vegetables; 482 thousand kilograms of fruits; 425 thousand kilograms of Red Meat; 1 million kilograms of Chicken Meat; 1.7 million kilograms of Pork; 5.9 million litres of Milk; and 4.6 million loaves of Bread at a cost of R7.02 per loaf.
The Department is continuously exploring and implementing ways to increase its own production not only to increase self-sufficiency, but to also ensure that offenders who work in the farms, bakeries and workshops, become self-employed upon their release and contribute towards fighting hunger and poverty in their communities.

All farming activities are operated through offender labour, where valuable farming skills are transferred to inmates.
The Department remains committed to reduce reoffending by ensuring that correctional facilities are transformed into safe and secure spaces that are truly rehabilitative.
The Department ensured that offenders who applied for parole have gone through rehabilitation interventions through participation in specially designed programmes and sessions aimed at developing the full potential of each offender so that they obtain the knowledge and skills that can assist them in their successful reintegration upon release.
In driving self-sufficiency, the Department further prioritised production workshops, agricultural projects as well as district-specific opportunities that promote offender rehabilitation and reintegration.

Offenders were able to contribute to various initiatives that empower destitute communities and victims of crime.

The National Skills Fund is also funding accredited skills training programmes for offenders.
In partnership with National Skills Fund the Department offers accredited training interventions as follows: 304 offenders trained on vegetable production; 181 offenders were trained on tractor driving; 160 female and youth offenders trained on computer repair course while 104 inmates completed Assistant Chef Course.
During the 2022/23 financial year, the Department through skills development interventions managed to train offenders on skills programmes aimed at increasing offender’s chances of employability and acquire entrepreneurial skills towards their self-sustainability upon release.

A total of 16 593 offenders participated in Long Occupational Skills Programmes while 14 579 offenders participated in Short Occupational Skills Programmes.
In addition, a total of 7 023 offenders participated in TVET College programmes through partnership with community colleges.

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22 | ANNUAL REPORT 2022/2023 1 0 2 NDP CHAPTER PRIORITY PROGRESS IMPLEMENTATION PLAN AND MONITORING FRAMEWORK The Department obtained an 87% Grade 12 pass rate during 2022/23 financial year.
Curriculum intervention support programmes offered by the Department of Basic Education and provision of financial resources for access to digital platforms resulted in improving academic performance in 2022.

The National Funda Mzantsi Championship has become a well-known feature in the public domain as a structured and coordinated approach to partnerships with external organisations in rehabilitation.
The Department in partnership with the National Library of South Africa (NLSA) and George Municipality once again participated in the annual Reading Championship, aimed at encouraging offenders to develop an appreciation and knowledge through reading of books, reviewing, provide analysis and engage in constructive debates on topical issues.

This process has assisted in the improvement of the Grade 12 pass rate as the programme empowers inmates to read with understanding as compared to reading for pleasure.
The Department continues to strive, towards reintegration of parolees and probationers.

In its efforts to curb or minimise the reoffending, 875 Economic opportunities were facilitated by the Department.

The economic opportunities facilitated resulted in the employment of 943 parolees and probationers.

The Department continues to strengthen relationships with external partners and this is evident in the 745 collaborative Imbizo conducted throughout the year.
In contributing towards job creation, the Department managed to employ 38% of young people against a target of 20% during 2022/23.

In addition, 100% of tenders above R30 million were awarded to designated groups such as women, Persons with Disabilities, youth, amongst others.

This is a significant improvement as compared to 67% that was achieved in the previous financial year.
Youth unemployment has been inordinately high for many South Africans and is one of the country’s major socio- economic challenges.

Cross country comparisons regularly affirm that South Africa’s unemployment rates are among the highest in the world.

Unemployed youth are characterised by their lack of employability resulting from whole range of socio-economic factors.
Government continues to invest in education and skills development which is fundamental in building the capabilities of South Africans, developing their social assets, and ultimately addressing the triple challenge of poverty, inequality and unemployment.

Education is regarded as an essential component of the reconstruction, development and transformation of the South African society.
The Bill of Rights in the Constitution of the RSA (1996) enshrines the right of all citizens ‘to basic education’ and inmates are not excluded from this right.

The NDP emphasizes that the South African education system needs to build national capabilities for amongst others, basic education, further and higher education.

Building national capabilities requires quality schooling, college, university and adult education and training programmes.
The DCS has ensured that educators are developed in their fields of expertise as well as in the management and administration of school data.

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22 | ANNUAL REPORT 2022/2023 NDP CHAPTER PRIORITY PROGRESS IMPLEMENTATION PLAN AND MONITORING FRAMEWORK Further Education and Training Colleges, public adult learning centres, sector education and training authorities, professional colleges and Community Education and Training Centres are important elements of the post-school system that provide diverse learning opportunities.
The Department has offered a wide range of education programmes and services to offenders within its correctional facilities in cooperation and in line with both national and provincial education departments.

The Department is bound by the directives and curricula of these institutions including AET L1 – L4, Grade 10 – 12, access to tertiary education, computer literacy, as well as the Amended Senior Certificate.
The different parts of the education system work together allowing learners to take different pathways that offer high quality learning opportunities.

There are clear linkages between schools, FET colleges, universities of technology, universities and other providers of education and training.

There are also be clear linkages between education and training and the world of work.
Free education, up to and including grade 12 (including N1-N3 business studies) is provided to all sentenced juveniles and also to adult learners where resources permit.

Education qualifications can be obtained by means of distance learning in the learners’ own time and at his/her own expense.

Empowering offenders with skills to function effectively in society upon their release, is essential for rehabilitation purposes.
It is equally important to ensure that offenders are actively involved in productive activities while serving their sentences.

During 2022 the Department ensured that youths are afforded the opportunity to access Grade 10 – Grade 12 programmes that would qualify them for the National Senior Certificate qualification.

In the 2022 academic year the Department recorded an 87% pass rate for Grade 12’s who wrote in both full time and part time registered schools.
In addition, 959 offenders enrolled in FET programmes with a 99% participation rate while 7 181 offenders participated in General Education and Training (GET).

The Department is committed to providing skills to offenders to increase their chances of being employable upon their release.

During 2022 16 593 offenders participated in Long Occupational Skills Programmes, 14 579 in Short Occupational Skills Programmes and 7 023 participated in TVET College Programmes.
The support obtained from partnerships with external stakeholders such as National Skills Fund and SASSETA amongst others contributed to the achievement.

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22 | ANNUAL REPORT 2022/2023 2.4 PROGRESS TOWARDS ACHIEVEMENT OF THE IMPACT AND OUTCOME Table 2.15: Progress made towards achievement of impact IMPACT STATEMENT Safe empowered communities through sustainable economic development The Department has a responsibility of maintaining a secure, safe and humane environment by developing the potential of offenders and empowering them to become law-abiding citizens who are economically independent, ploughing back into communities and providing some form of reparation for their crime.
The Department must further facilitate the successful reintegration of inmates in its care back to their communities, equipped with the tools to be law-abiding, healthy and employable members of society by providing them with rehabilitative and restorative justice programmes necessary to rebuild their lives.
This is in line with the White Paper on Corrections in South Africa (2005) which places the rehabilitation of inmates, within a safe and secure environment, at the centre of all activities, while fostering reconciliation between offenders and victims of crime and restoring family relations.

A safe and secure State is able to promote economic growth and transformation contributing toward addressing social concerns such as crime, poverty, and unemployment.
The Department plays a critical role in maintaining the safety and wellbeing of the community and in changing the lives of those within its care for the better.

There was an improvement in security during 2022/23 which culminated into the reduction on escapes at 27 in 2022/23 financial year as compared to 117 that was recorded during 2020/21.
Inmates injured as a result of reported assaults decreased from 5 699 in 2020/21 to 3 754 recorded in 2022/23, while 42 cases of confirmed unnatural deaths in correctional facilities was achieved during 2022/23 which is an improvement as compared to 54 that were recorded in 2021/22 financial year.

The implementation of the Escape, Assault and Death Prevention Strategies in all correctional facilities ensured that inmates are held in safe, secure and humane conditions.
These strategies are not just a security measure but a multi-disciplinary approach.

The Department has been implementing the Festive Season Security Operational campaign during December to January period to increase security measures during this period.

The deployment of the National Emergency Response Teams to conduct Clean- up and Searching Operations in hot spot areas also contributed in reduction of security incidents.
The Department further ensured that the National Security meetings are convened monthly to sensitise officials on heightening of security in correctional centres.

Meaningful activities, such as education, skills and other rehabilitation created a positive corrections environment, channelling offenders’ energy into constructive occupations and assisting with their preparation for release and subsequent re-entry into society.
Such activities were important from the security perspective, as offenders who are engaged in meaningful activities are less likely to initiate disturbances than those who are bored and frustrated.
Overcrowding in correctional facilities continues to directly and indirectly impact amongst others on the available bed space, maintenance of infrastructure, health condition of inmates, security management of inmates, safety of officials and the capacity of the Department to render development and rehabilitation programmes for offenders.

The Department remains committed to ensuring that offenders are kept in humane custody and are rehabilitated before placing them back in society.
The Department therefore continues to advance the implementation of the Overcrowding Reduction Strategy in its efforts to manage overcrowding.

It is widely recognised that the solution to overcrowding does not reside solely with the Department.
Successful strategies to reduce overcrowding are based on an integrated and sustained approach to enhancing the criminal justice process and are strengthened by an in-depth understanding of the nature of the problems in society, the effective functioning of the Criminal Justice System and general strategies for crime prevention.

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22 | ANNUAL REPORT 2022/2023 Offender rehabilitation and successful reintegration are about changing offenders’ behaviour from acts and behaviour that were harmful to the self and others, to behaviour that is not harmful to the self and/or others and that is socially contributory.
Offender rehabilitation and reintegration is one response amongst several from the criminal justice system, and that it requires support and coordination from the other sectors of government and civil society.

Education has for some time been seen as a fundamental tool in empowering offenders who will be released into the communities.

Offenders are offered education and skills development opportunities that they can utilise once released into the communities.
Rehabilitation programmes are structured in such a way that it provides basic job-related knowledge and skills, as well as encourages subjects of a more practical nature that would increase the earning power of offenders.

As the country continues to recover from the effects of the COVID-19 pandemic which has had, and will continue to have, an impact of growth, employment and development.
Irrespective of this challenge, the Department has a responsibility of ensuring that inmates are kept in a secure, safe and humane environment.

While doing so, the Department must facilitate the successful reintegration of offenders back to their communities, equipped with the tools to be law-abiding, healthy and employable members of society, by providing them with rehabilitative and restorative justice programmes necessary to rebuild their lives.
In order to ensure that security standards are maintained it is necessary to recognise and prevent potential security breaches and maintain an environment for effective dynamic security.

The Department is committed to building a community of responsible offenders who can contribute positively to their communities through development programmes.
The intention is to ensure that upon release, every offender carries a sense of worth and a skill that will ensure self-sustainability, considering socio-economic and cultural backgrounds.

In response to fiscal constraints and continuous budget cuts, the Department continues to implement the SFSSS which was approved for rollout on 31 March 2021.
The SFSSS has given the Department an opportunity to demonstrate its innovative capability to generate revenue for self-sustainability and contribute to local economic development in areas where productive capacity is situated.

The need for progressive self-reliance has never been more sharply highlighted.
The concept of food self-sufficiency is important because it has direct implications for the Department’s ability to independently meet the dietary needs of the inmate population, regardless of external circumstances.

In terms of Section 40 of the Correctional Services Act, 1998 (Act No.
111 of 1998 as amended) offender labour implies work performed by a sentenced offender in accordance with the principles contained in section 37(1)(b) and the performance thereof does not constitute an employment relationship with the Department.
The primary purpose of providing offenders the opportunity to perform labour is to contribute towards fostering habits of industry; minimising idleness; encouraging positive participation in rehabilitation programmes; empowering offenders with work skills to break the chains of re- offending; and self-sufficiency after placement.

During the 2022/23 financial year a total of 54 383 had access to work opportunities against the total number of 101 186 sentenced offenders.
To support the self-sufficiency and sustainability initiatives, the Department is striving to create more work opportunities in order to maximise offender labour in different fields.

All sentenced offenders may perform work with an exclusion of those with further charges, declared medically unfit, full-time students and children.
One of the priorities for the Department in terms of the strategy to build human resource capacity for enhanced service delivery for the financial year was the training of officials in line with the workplace skills plan.

A total of 33 052 officials were trained over the strategic period.

The workplace skills plan prioritises training in line with the strategic priorities of the Department i.e.

security, rehabilitation and social reintegration.


Training and development programmes have put emphasis on capacitation of officials working in the coal phase on day to day with offenders as well as management development to enhance the Department’s leadership capability in order to achieve the departmental mandate of ensuring that South Africans are and feel safe.
Given the fiscal constraints, strengthening partnerships with relevant stakeholders assisted in accelerating service delivery remains a priority.

Partnerships continue to provide innovative alternatives to ensure that the Department delivers more with less available resources.

The Department continues to work in collaboration with other Government departments and entities, business sector, CSOs, Non-Profit Organisations amongst others.
The established partnerships between the Department and DHET, UMALUSI, QCTO and SETAs has contributed substantially to the development of offenders.

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22 | ANNUAL REPORT 2022/2023 The Department is committed in ensuring that the incarcerated population’s health needs are met including availability and accessibility to health care services through primary health care.
Primary health care is rendered in line with Section 12 (1) of the Correctional Services Act, 1998 (Act No.

111 of 1998 as amended) as amended and contributes to the Sustainable Development Goals (SDGs) in particular Goal 3 relating to good health and wellbeing with the aim of ensuring healthy lives and promoting the wellbeing of all at all ages.

Outcome 3 of the NDP speaks to all people in South Africa feeling safe and envisions a healthy life for all.
The Department is therefore obliged to provide health care services that will improve the health status of the incarcerated population through interventions that will combat communicable diseases such as HIV, TB, STIs as well as non-communicable diseases.

This is achieved through the provision of a combination of prevention, diagnosis, treatment and care programmes and services.
The Department’s ultimate goal with antiretroviral therapy (ART) provision is to attain viral load suppression as this reduces the likelihood of HIV transmission.

During the 2022/23 financial, the offenders’ viral load suppression rate (at 12 months) was achieved at 97% which is an improvement as compared to 91% achieved during 2021/22 while the offenders TB Cure rate was also achieved at 97%.

Individual inmates health needs should be at all times addressed to ensure their humane detention.
Continued health awareness in the correctional facilities also contributes to empower the inmates to have a positive attitude of always seeking health interventions when there is a need.

Community Corrections is a component of offender management where probationers and parolees serve their sentences in the community under the control and supervision of the Department.
The Department focuses on improving compliance with conditions set for parolees and probationers for the successful reintegration into communities.

A key feature of successful crime prevention strategies is the effective social reintegration of ex-offenders into the community and the development of interventions designed to reduce the levels of reoffending.
The Department maintained 99% of parolees and probationers who did not violate their conditions to such an extent that parole or probation was revoked.

The Department is committed to implementing Restorative Justice to improve the relations between victims and offenders and has created platforms through Izimbizo to educate and engage communities about rehabilitation and reintegration programme for successful reintegration.
A total of 745 Izimbizo’s were held in various communities for the 2022/23 financial years.

In ensuring successful reintegration of offenders back into communities, victim participation is critical as this provides a platform for dialogue which in turn contributes to healing and rebuilding back the lost trust.

Reintegration of offenders under the system of Community Corrections provides offenders with an opportunity to lead a socially responsible and crime-free life within their communities.
During 2022/23, the Department has seen an improvement in the number of victims’ participation in the Restorative Justice Programme which was recorded at 18 121 and this was an improvement as compare to as compared to16 951 recorded in 2021/22.
The Department continues to put more resources in preparing offenders, parolees and probationers to be economically empowered by using the skills and traits obtained during their incarceration period to venture into businesses or other forms of employment so that they live a crime free life.

A total of 875 economic opportunities were facilitated by the Department in 2022/23 while a total of 592 were achieved during 2021/22.
In addition, a total of 23 747 parolees and probationers participated in community initiatives while 344 victims benefited from socio economic support facilitated during 2022/23 financial year.

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22 | ANNUAL REPORT 2022/2023 Table 2.16: Progress made towards achievement of Strategic Outcomes OUTCOME NAME OUTCOME INDICATOR 1.

Improved safety and security of inmates, parolees, probationers, officials, stakeholders, assets and information.
Percentage reduction in security breaches at correctional facilities.

2022/23 TARGETS 0.15% 2022/23 PEFORMANCE 0.22% PROVIDE AN EXPLANATION OF PROGRESS / CHALLENGES / INTERVENTIONS TO IMPROVE PERFORMANCE The Department’s performance environment is dependent on other government Departments, particularly those in the Justice, Crime Prevention and Security cluster (JCPS).

Crime in South Africa affects everyone and addressing the challenge of crime and corruption is one of the government priorities.
The fight against crime and corruption is part of the JCPS-cluster’s integrated approach.

As part of JCPS Cluster, the key focus area of the Department is “the fight against crime and corruption” and to ensure that all people in South Africa are, and feel safe.

Creating a safe and secure environment within correctional facilities remains a strategic priority on the Department’s agenda.
The Department focusses not only on the smuggling of contraband, but has adopted a zero-tolerance approach against officials found guilty of smuggling.

This goes further to cover those found to be negligent in the line of duty, thus leading to escapes and other breaches.

The security situation within correctional facilities is fragile due to dilapidated infrastructure and as a result escapes, injuries and other security incidents are common.
Compliance to escapes, assaults and deaths prevention strategies continues to make a difference and ensures that inmates are held in safe, secure and humane conditions.

The Department has experienced an overall decrease in security breaches over the MTEF due to interventions of security personnel, implementation, monitoring and evaluation of the Standard Operating Procedures (SOPs) and the Gang Combatting Strategy.
Threat and Risk Assessments (TRAs) and security audits are being conducted to ensure effective reduction of security breaches in correctional facilities.

The Department is prioritising basic training for Emergency Support Teams (ESTs) in dealing with various situations in correctional facilities.

Significant progress has also been made with Integrated Security Systems at correctional centres.
Despite the existential crisis faced, the Department remains committed to ensuring that the safety of people in South Africa is not undermined.

The Department has continued to implement the ‘Festive Season Security Operations Plan’ previously known as ‘Operation Vala’ which is aimed at ensuring stringent security during the festive periods based on historical incidents showing a spike in escapes, attempted escapes and assaults during festive periods.

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22 | ANNUAL REPORT 2022/2023 1 0 8 OUTCOME NAME OUTCOME INDICATOR 2.

Improved case management processes of inmates Percentage increase in offenders’ profiles approved for placement by the CSPBs 2022/23 TARGETS 6% 2022/23 PEFORMANCE 11% 3.
Increased access to needs-based rehabilitation programmes to enhance moral fibre Percentage increase in offenders enrolled in development programmes 15% 26.03% (9 605/36 905) PROVIDE AN EXPLANATION OF PROGRESS / CHALLENGES / INTERVENTIONS TO IMPROVE PERFORMANCE Parole refers to that portion of the sentence of incarceration which is served in the community under the control and supervision of correctional officials’ subject to conditions which have been set by the National Commissioner of Correctional Services or his/her delegate.
Stakeholders within the case management value chain contribute towards the preparation of offenders for possible parole placement through involvement in interventions and services aimed at addressing the offending behaviour.

There was an improvement from 53% in the 2021/22 financial year to 64% in 2022/23.

Section 299A of the Criminal Procedure Act, 1997 (Act No.

51 of 1977) as well as section 75(4) of Correctional Services Act, 1998 (Act No.
111 of 1998 as amended) makes provision for victims of crime to participate in the CSPB processes when the offender is considered for possible placement on parole.

Participation of victims lays a foundation for successful social reintegration of offenders and in the long term facilitates safer communities.
The key priority during the parole consideration process was to assess the risk factors posed to offenders themselves and those posed to the broader communities are identified and mitigated during incarceration.

Where vacancies in CSPBs posts existed, the rotation of Parole Board members ensure that sittings took place.

CSPBs were capacitated to approve more placements as most offenders were timeously subjected to the required interventions in line with their Correctional Sentence Plans.
The Nelson Mandela Rules emphasizes that education, vocational training, work, treatment and other forms of assistance, in line with the individual treatment needs of offenders, should be offered by correctional services to support the social reintegration of offenders into society.
The Department is committed to contributing towards reducing reoffending by increasing and improving rehabilitation programmes for offenders, as well as by increasing the number of offenders who participate in rehabilitation programmes such as correctional programmes, education/skills, social work, psychological and spiritual care services.

Formal education ensures that offenders remain focused amid their circumstances so that they can reach their full potential.
It is for this reason that education and skills remain critical components of the rehabilitation programmes that are engineered to mould offenders to return to their communities as better, changed and law-abiding citizens.

DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 OUTCOME NAME OUTCOME INDICATOR 2022/23 TARGETS 2022/23 PEFORMANCE Percentage increase in inmates participating in rehabilitation programmes 6% 25% PROVIDE AN EXPLANATION OF PROGRESS / CHALLENGES / INTERVENTIONS TO IMPROVE PERFORMANCE The Department was able to gradually increase participation in education programmes from 2020 through the Recruitment and Retention strategies, however a decrease from 2021 is noted despite interventions made.
This included operational support visits to monitor enrolment and attendance at programmes.
Other interventions to monitor enrolment and attendance included training sessions, Chief and Deputy Chief Invigilators training, National Policy - conduct, administration and management of examination in colleges and AET as well as training on the South African Schools The Department was able to increase enrolment on long skills and short skills programmes through the involvement of external stakeholders to train offenders (e.g.

MoA with SASSETA and NSF).


The continuous monitoring of TVET programmes and capacity building of skills development practitioners assisted to increase enrolment for TVET Programmes.

The Department provides offenders with needs-based programmes and interventions to facilitate their rehabilitation and enable their social reintegration.
A rehabilitation-focused correctional services system requires specialists such as psychologists and vocational councillors, social workers, spiritual care workers (and volunteers), correctional intervention officials to implement correctional programmes, skills development practitioners and educationists across a wide range of academic and vocational areas.
The Department has consistently improved its efforts to ensure that offenders complete relevant correctional programmes and this was largely due to the use of custodial officials to facilitate correctional programmes on an interim basis.

Although these officials perform multiple tasks, they were made available to facilitate correctional programmes in 2022/23 financial year and as a result more offenders were able to participate in programmes.
The performance of Personal Well Being programmes and services was due to effective marketing.

The involvement of external service providers, Community Service Psychologists and volunteers in rendering need-based rehabilitation for enhanced moral fibre also had an impact in the increased participation from inmates, parolees and probationers.

There was also close monitoring of the G388A (Social Work Diary page) and G388 (monthly report).

1 0 9 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1 1 0 OUTCOME NAME OUTCOME INDICATOR 4.
Successful reintegration of all those under the care of the Department Percentage increase in offenders under the system of Community Corrections 2022/23 TARGETS 0.9% 2022/23 PEFORMANCE -1.76% PROVIDE AN EXPLANATION OF PROGRESS / CHALLENGES / INTERVENTIONS TO IMPROVE PERFORMANCE The Department provides services focused on preparing offenders for release, effective supervision of offenders placed under the system of community corrections and facilitation of offender social reintegration into communities.
Community Corrections facilitates the social reintegration of offenders into their respective communities and the creation of conducive environment for the successful reintegration of offenders.

Community corrections places emphasis on ensuring that other stakeholders are involved in the social reintegration of parolees and probationers into the society.
Social Reintegration programmes provide offenders with the assistance and supervision that they may need to desist from crime, and successfully reintegrate into the community, and avoid relapsing into offending behaviour.

Most offenders face stigmatisation which impact negatively on their ability to find employment or housing and they risk getting caught up in a cycle of failed reintegration, reoffending, reconviction and social rejection.
There was a decrease in the average Community Correction Caseload from 60 711 in 2021/22 to 59 640 in 2022/23.

Decline in average community corrections caseload is based on the fluctuation of the population admitted and released changeably.

Decrease is due to short term sentences that are served under the parole and correctional supervision including Awaiting Trial Persons under Section 62(f ).
Correctional Supervision caseload is predominantly served for the period of five (5) years or less sentence for those who are directly admitted from Court i.e.

Section 276(1)(h) and less including other short-term sentences.

Community corrections admission are for short term period, equally part of parole sentences is already served within the correctional centre.

Unpredictable average population is prompted by number of violations that led to revocations of parole and correctional supervisions.
The total number of 3 239 reoffending and 1 650 violations were recorded for 2022/23 fiscal year that led to revocations.

Consideration and placement of offenders under correctional supervision as an alternative sentence is still a challenge, as this could boost the caseload.

Social Reintegration admissions depend on release from correctional facilities, referral and sentenced of correctional supervision and referral of Awaiting Trial Persons by the court.
Consistently the number of releases due to SED and death might as well contribute to the decline in case load interchangeably.

DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 OUTCOME NAME OUTCOME INDICATOR 5.

Healthy incarcerated population Percentage of inmates accessing Primary Healthcare (PHC) Services on the basis of need 2022/23 TARGETS 76% 2022/23 PEFORMANCE 103.47% 6.
A high-performing ethical organisation Percentage increase in achievement of organisational planned targets 3% 6% 1 1 1 PROVIDE AN EXPLANATION OF PROGRESS / CHALLENGES / INTERVENTIONS TO IMPROVE PERFORMANCE Everyone, regardless of their social or economic status, should have access to the health care they need.
Inmates are in an environment where the population is concentrated which may aggravate pre-existing health conditions, as well as increasing the risk of communicable diseases such as TB, COVID-19, etc.

Overcrowding may exacerbate the limited dedicated health care professionals and limited pharmaceutical facilities for ensuring timeous access and availability of medicines and other pharmaceutical supplies for the inmate population.
The Department continues to empower inmates with improved knowledge of disease management and general health, train healthcare professionals to provide vital support to their patients, advocate for improved health services, and prepare inmates to live a full and healthy life upon their release.

A high number of inmates at 103.47% accessed and received PHC services in the correctional centres on the basis of need.
The reported performance reflects the number of times PHC services were accessed on a daily basis for various health needs.

An individual inmate has access to PHC services as often as required for the financial year whilst being incarcerated in a particular centre to meet his/her health needs.
The PHC services are accessed through the consultation process depending on the need hence one inmate may consult numerous times for various experienced health needs that will have to be clinically managed in terms of the relevant prescribed policies, guidelines and protocols or accordingly referred for further management if required.

The overall performance for the Department improved from 80% in 2021/22 to 87% in 2022/23.
The improvement in performance for the year under review is due to the termination of the National State of Disaster in relation to the pandemic on the 4th of April 2022.

The Department was able to increase participation in rehabilitation programmes through volunteers and graduates within the communities.

There was also an increase in community engagements across the country.
The Department was also able to roll out various training and awareness sessions across the Regions which assisted in improving performance.

DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 1 1 2 OUTCOME NAME OUTCOME INDICATOR Percentage of smart technology implemented 2022/23 TARGETS 50% 2022/23 PEFORMANCE 43% PROVIDE AN EXPLANATION OF PROGRESS / CHALLENGES / INTERVENTIONS TO IMPROVE PERFORMANCE Cumulatively the Department has rolled out six ICT projects as per the MISSTP i. LAN Upgrade Equipment (Switches) – 65 sites implemented ii.

Microsoft Licenses and Services iii.

Firewall configuration and installation iv.


Voice over IP Implementation (VoIP) – 21 sites implemented v. Integrated Inmate Management System vi.

Biometrics systems The following ICT projects were under procurement during 2022/23: i. ICT Infrastructure (cabling).

ii.

Backup and Recovery Solution iii.

Persal Bio iv.

Anti-Virus.

v. Remote Pilot Aircraft System (RPAS) (Drone Surveillance) Projects that are not completed as per the MISSTP i.
Mesh Network, Secure Communications Networks and Management Systems, (SCN-MS) ii.

Secure Audio Visual and online booking system iii.

Integrated Case Management System DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 2.5 PERFORMANCE INFORMATION BY PROGRAMME 2.5.1 PROGRAMME 1: ADMINISTRATION Programme purpose: Provide strategic leadership, management, support and judicial inspection services to the Department.
Table 2.17: Administration Sub-programmes Sub-programmes Ministry Management Human Resources Assurance Services Finance Information Technology Judicial Inspectorate of Correctional Services (JICS) Office Accommodation Sub-programme purposes To support the Executive Authority in carrying out oversight executive responsibilities of the Department.
Provide the administrative management, financial, Information and communications Technology (ICT), research, policy coordination and good governance support functions necessary for all service delivery by the Department and in support of the function of the Ministry.

Improve Human Resource (HR) capacity and management to enable the Department to fulfil its mandate.

To provide a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes.
To provide effective and efficient financial and supply chain management (SCM) services.

To create business value through provisioning of reliable integrated and secured ICT infrastructure and business application system to ensure effective strategic alignment and enhancement of business processes.

To provide for the independent oversight relating to the treatment of inmates and their conditions.
Facilitate the provision of community corrections offices, including satellite offices and service points to enhance community reintegration.

113 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1 1 4 2.5.1.1 Performance Report on the 2022/23 Annual Performance Plan Table 2.18: Programme 1: Administration: Outcomes, Outputs, Output Indicators, Targets and Actual Achievements Output Output Indicator Audited Actual Performance Audited achievement Planned Annual Target Actual achievement 2020/21 2021/22 2022/23 2022/23 Reasons for deviations Deviation from planned target to actual achievement 2022/23 Outcome 6: High performing ethical organisation Sub-programme: Management Percentage of Fraud and investigations corruption finalised for convictions reported allegations (283/629) 45% 99% (533/538) Percentage of officials charged and found guilty for corrupt activities Number of COVID-19 awareness communique issued Stakeholder Communication Sub-programme: Human Resource Youth employment Percentage of youth employed within the Department Employment Equity (EE) Percentage compliance to the EE plan for SMS 70% 95% 67% (203/303) 100% (73/73) -3% 5% 97% (64/66) 100% (74/74) 935 331 70 178 108 72% (2 567/ 3 578) SMS M=52% (82/159) F=48% (77/159) 74% (1 691/ 2 288) SMS M=51% (77/150) F=49% (73/150) 20% SMS 38% (461/ 1 224) SMS M = 50% M = 52% F = 50% (75/144) F = 48% (69/144) 18% SMS M=2% F=-2% Fewer cases were finalised during the last quarter due to three investigators exiting the Department, complexity of cases under investigation (theft, fraud and corruption), cases investigated nationally which requires extensive travelling.
Cases were evaluated before prosecution and thorough preparation prior the hearings were conducted Additional communiques were issued following a directive from Executive Management to intensify communication on vaccinations More youth appointments on periodical, contract and permanent posts were made based on applications received.

There were eleven SMS service terminations during 2022/23 of which four were female SMS members.
There were five appointment/ promotions during the 2022/23 financial year of which one female SMS member was promoted.

Fewer female SMS members recruited as applicants did not comply with the post requisites.

DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Output Output Indicator Audited Actual Performance Audited achievement Planned Annual Target Actual achievement 2020/21 2021/22 2022/23 2022/23 Percentage compliance to the EE plan for PWDs PWDs 1% PWDs 0.78% PWDs 0.81% PWDs 0.84% 3(296/38 157) (306 /39 310) (321/38 217) Sub-programme: Finance Clean audit outcome Audit outcome Accountable financial performance Business case for revenue generation and retention mechanism Unqualified audit opinion with findings Draft integrated Finance and Supply Chain Management Strategy Unqualified audit opinion with reduced findings Revenue generation and retention proposal submitted to National Treasury for consideration Unqualified audit opinion with reduced findings Revenue generation and retention proposal approved by National Treasury Preferential procurement Percentage of tenders above R30 million awarded to designated groups 0% 67% (2/3) 30% Unqualified audit opinion with reduced findings Revenue generation and retention proposal to retain 100% of revenue approved by National Treasury on 05 September 2022.
100% (2/2) Deviation from planned target to actual achievement 2022/23 0.03% Reasons for deviations Consistent compliance with the EE Plan for promotions /appointments/ transfers.

None n/a Business case for revenue generation and retention mechanism not developed.

National Treasury granted approval for 100% revenue retention.

The Business Case for revenue generation and retention is therefore no longer required 70% The quality of bids received allowed for the Department to appoint designated groups.
1 1 5 3 The actual performance for 2020/21 is 0.78% rounded to 1% DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1 1 6 Output Output Indicator Audited Actual Performance Audited achievement Planned Annual Target Actual achievement 2020/21 2021/22 2022/23 2022/23 Reasons for deviations Deviation from planned target to actual achievement 2022/23 0 1 5 0 -5 Sub-programme: Information Technology Modernised, secure and integrated In- formation Com- munications and Security Technologies, infrastructure and Systems Number of sites where Mesh network and integrated security system are installed (ISS) Percentage of sites installed with Local Area Network (LAN) infrastructure Percentage of Information Systems (IIMS) implemented as per MISSTP 43.1% (155/360) 48.6% (175/360) 55.6% 61.1% 5.5% 6% 9% 16% (26 /461) (42/461) (220/360) 10% (44/461) -6% The budget requirement for the Mesh Network and ISS was reviewed with CSIR and the procurement process restarted.
The new procurement process commenced with SITA in May 2022 and is still underway.

Workshops were conducted across Regions to ensure the understanding of the LAN switches.

The service provider claimed payments for deliverables which the Department disputed in 2019.

The Department applied penalties for contract performance.

The matter was referred for arbitration in November 2019.

The roll out of IIMS has been on hold since May 2022.
Sub-programme: Information Judicial Inspectorate for Correctional Services (JICS) 56% Inspections on condition and treatment of inmates in correctional facilities and PPPs Percentage of correctional facilities and PPP’s facilities inspected on the conditions and treatment of inmates (137/243) (170/243) 56% 70% 56% (136/243) 0% n/a DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 - / / 2 2 0 2 3 2 / 2 2 0 2 2 2 / 1 2 0 2 1 2 / .
.

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9 1 0 2 r e b m e v o N .


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1 6 ) 0 6 3 / 0 2 2 ( % 0 1 ) 1 6 4 / 4 4 ( % 6 5 ) 3 4 2 / 6 3 1 ( % 6 - % 6 1 % 9 % 6 ) 1 6 4 / 2 4 ( ) 1 6 4 / 6 2 ( % 6 .

5 5 % 6 .

8 4 % 1 .
3 4 ) 0 6 3 / 5 7 1 ( ) 0 6 3 / 5 5 1 ( a / n % 0 % 6 5 % 0 7 % 6 5 ) 3 4 2 / 0 7 1 ( ) 3 4 2 / 7 3 1 ( ) S C I J ( : e m m a r g o r p - b u S y g o l o n h c e T n o i t a m r o f n I : e m m a r g o r p - , d e s i n r e d o M d n a e r u c e s - - ) S S I ( ) N A L ( ) S M I I ( , ’ 2.5.1.2 Strategy to overcome areas of under performance The Department concluded 203 (67%) of investigations The Business Case for revenue generation and retention during the financial year.
The target for indicator of mechanism was not achieved as planned.

Following “Percentage of investigations finalised for reported engagements with National Treasury, the Department allegations” was not achieved during 2022/23.

Fewer was granted approval for 100% revenue retention.
The cases were finalised during the last quarter due to three Department will continue to monitor utilisation of the investigators exiting the Department, the complexity of revenue retained by the Department for enhancing self- cases under investigation (theft, fraud and corruption) sufficiency and sustainability.

and some cases investigated nationally required extensive travelling.
In ensuring that investigations for reported allegations are finalised as required, the Department to prioritise the filling of vacant posts, allocation system and prioritise cases introduced to improve turnaround times and monitoring of cases on weekly basis.

The Department remains committed to rolling-out the Integrated Inmate Management System (IIMS) in line with the Master Information System and Security Technology Plan (MISSTP) to correctional facilities and community corrections offices.
To date the IIMS system has been rolled out to 44 sites with limited internal resources.

The The Department has not fully complied with the target for the IIMS rollout has not been achieved for the Employment Equity Plan (EE Pkan).

The target for SMS 2022/23 financial year since the Department applied females on indicator of “Percentage compliance to the EE penalties for contract performance and the matter was plan” was not achieved during the period under review.
referred for arbitration in November 2019.

During the This was due to the fact that out of the five female SMS 2022/23 financial year, the Department could not install members recruited during the financial year only one any mesh network and integrated security system female SMS member was promoted as applicants did across the identified sites.

The budget requirement not comply with the post requisites.
The Department for the Mesh Network and Integrated Security System will prioritise measures to ensure that suitably qualified was reviewed with Council for Scientific and Industrial people from designated groups have equal employment Research (CSIR) and the procurement process restarted.

opportunities and are equitably represented in all The new procurement process commenced with State occupational categories and levels in the workforce.
Information Technology Agency (SITA) in May 2022 and is still underway.
2.5.1.3 Linking performance with budgets Table 2.19: Programme Expenditure: Programme 1: Administration Sub-programme name Final Appropriation 2022/23 Actual Expenditure R’000 R’000 (Over)/ Under Expenditure R’000 Final Appropriation 2021/22 Actual Expenditure R’000 R’000 (Over)/ Under Expenditure R’000 Ministry Judicial Inspectorate for Correctional Services Management Human Resources Finance Assurance Services Information Technology Office Accommodation Total 36,697 81,625 36,697 78,137 - 3,488 30,910 79,092 30,910 81,031 - (1,939) 848,816 2,118,931 1,250,165 139,061 297,435 848,821 2,046,509 1,321,319 139,061 297,101 (5) 72,422 (71,154) - 334 934,062 2,096,703 1,358,498 132,720 358,863 1,029,509 2,063,886 1,350,895 132,720 301,897 (95,447) 32,817 7,603 - 56,966 88,724 78,629 10,095 95,457 95,457 4,861,454 4,846,274 15,180 5,086,305 5,086,305 - - 117 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.5.2 PROGRAMME 2: INCARCERATION Programme purpose: Provide for safe and secure conditions of detention consistent with maintaining the human dignity of inmates.

Administer, profile and consider offenders for release or placement into the system of community corrections.
Table 2.20: Programme 2: Incarceration Sub-programmes Sub-programmes Security Operations Facilities Remand Detention Offender Management Sub-programme purpose Provide safe and secure conditions for inmates, consistent with human dignity.

Provide physical infrastructure that supports safe custody, humane conditions and the provision of correctional and development programmes, care and general administration.
Ensure effective and efficient remand detention system consistent with human rights in a safe and secure environment.

Provide safe and secure conditions consistent with human dignity through effective administration and management of offenders.

118 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.5.2.1 Performance Report on the 2022/23 Annual Performance Plan Table 2.21: Programme 2: Incarceration: Outcomes, Outputs, Output Indicators, Targets and Actual Achievements Output Output Indicator Audited Actual Performance 2020/21 Audited achievement Planned Annual Target Actual achievement 2021/22 2022/23 2022/23 Reasons for deviations Deviation from planned target to actual achievement 2022/23 Outcome 1: Improved safety and security of inmates, parolees, probationers, officials, stakeholders, assets and information Sub-programme: Security Operations Secured Correctional Facilities (117/140 948) (22/143 223) (27/157 056) 0.017% 0.015% 0.031% 0.014% 0.083% Percentage of inmates who escaped from correctional facilities Effective implementation of National Escape Prevention Strategy by deploying National Emergency Response Teams to conduct Clean- up and Searching Operations in hot spot areas.
Convening of monthly National Security meetings to sensitize officials on heightening of security in correctional centres.

Conducting security awareness sessions to provide training on security matters.
Safe Correctional Facilities Percentage of inmates injured as a result of reported assaults in correctional facilities 4.04% (5 699/ 2.61% (3 738/ 140 948) 143 223) 4.55% 2.39% (3 754/ 157 056) 2.16% Percentage of confirmed unnatural deaths in correctional facilities 0.033% 0.038% 0.032% 0.027% 0.005% (47/140 948) (54/143 223) (42/157 056) Effective implementation of National Assault Prevention Strategy by deploying National Emergency Response Teams to conduct Clean- up and Searching Operations in hot spot areas.
Convening of National Security meetings monthly to sensitize officials on heightening of security in correctional centres.

Conducting security awareness sessions to provide training on security matters.

Effective implementation of National Deaths Prevention Strategy by deploying National Emergency Response Teams to conduct Clean- up and Searching Operations in hot spot areas.

Convening of National Security meetings monthly to sensitize officials on heightening of security in correctional centres.
Conducting security awareness sessions to provide training on security matters.

1 1 9 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1 2 0 Output Output Indicator Audited Actual Performance 2020/21 Audited achievement Planned Annual Target Actual achievement 2021/22 2022/23 2022/23 Sub programme: Facilities Upgraded / new facilities Number of infrastructure projects completed 1 6 1 (Tzaneen) Correctional Centre has been completed and the facility is occupied • Brandvlei, • Butterworth, • Sterkspruit, • Lady Frere • Ntabankulu, • Mt Fletcher 8 • Goedemoed Pharmacy • Groenpunt Art Gallery • Kokstad Pharmacy • Ncome Pharmacy • Waterval Pharmacy • Rooigrond Pharmacy • Pietermaritz- burg Arts and Crafts Centre • Grahamstown Arts and Crafts Centre Deviation from planned target to actual achievement 2022/23 7 Reasons for deviations The bids received for the SADA AC House was above the pre-tender estimate and considered an over capitalisation.
The bid was cancelled by the Implementing Agent (DPWI) due to the high tender amounts received.
DCS Own Resource infrastructure projects were reprioritised due to slow expenditure by implementing agents Outcome 2: Improved case management processes of inmates Sub Programme: Remand Detention Risk assessment of Remand Detainees Percentage of Remand Detainees (RDs) subjected to Continuous Risk Assessment (CRA) (31 814/ 49 905) 87% 64% 45 384) (39 423/ 70% 94% (47 683/ 50 931) 24% Training of officials on Continuous Risk Assessment at selected correctional facilities resulted in improved performance.
DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Reasons for deviations Deviation from planned target to actual achievement 2022/23 -14% Factors contributing to the high rate of Overcrowding: 46% (49 474/ 107 582) The national inmate population increased by 13 833 inmates for the period 01 April 2022 to 31 March 2023.

The Remand Detainee and other inmate population reflected an increase of 8 726 and the Sentenced Offender population increased by 5 107.
There were 2 754 sentenced offenders in custody with an option of fines and 4 767 remand detainees with bail which further contributed to the overcrowding rate.

CSPBs were capacitated to approve more placements as most offenders were timeously subjected to the required interventions in line with their Correctional Sentence Plans.
19% 64% (14 913/ 23 215) Output Output Indicator Audited Actual Performance 2020/21 Audited achievement Planned Annual Target Actual achievement 2021/22 2022/23 2022/23 32% 45% Sub Programme: Offender Management Percentage of Management overcrowding of over- in correctional crowding facilities in excess of approved bedspace capacity 27% (30 112/ 110 836) 32% (34 419/ 108 804) Parole / correctional supervision Percentage of offenders’ profiles approved for placement by the Correctional Supervision and Parole Boards (CSPBs) 55% (21 749/ 39 732) 53% (14 215/ 26 976) 1 2 1 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.5.2.2 Strategy to overcome areas of under of sentenced offenders and state patients.

The latter are performance Overcrowding is a consequence of criminal justice policy and legislation, rising crime rates, increasing poverty levels and socio-economic marginalization of certain groups of people.
The Department does not have control over the criminal justice system processes that lead to a decision in a form of a court order to detain a person in correctional facilities; the Department cannot refuse to admit any person referred by the court regardless of its occupancy level.

Refusal is equivalent to breaching section 165(5) of the Constitution of South Africa which provides that an order or decision issued by a court binds all persons to whom and organs of state to which it applies.
The Criminal Justice legislation and sentencing practices influence overcrowding due to the mandatory minimum sentencing laws, longer periods of pre-trial detention, the length of the minimum detention periods to be served before consideration for placement under non-custodial system of parole; and the inappropriate use of incarceration through the detention of vulnerable groups such as mentally ill.
The belief that incarceration works as a deterrent may result in increased use of custodial sentences and less use of non-custodial alternatives.

The Department is at the front end of the criminal justice system through the detention of remand detainees and tail end through the detention detained in DCS while waiting for beds in designated mental health establishments.
Therefore, operations by the South African Police Services (SAPS) to combat crime through arrests and convictions by the Judiciary contribute to overcrowding in correctional facilities.

The Overcrowding Reduction Strategy which was approved on 11 March 2021 will continue to be implemented for the general management of overcrowding as well as defining direct and indirect measures to be implemented for the reduction of overcrowding.
The measures to address overcrowding and mitigate its harmful consequences includes amongst others: investing in non-custodial alternatives to incarceration both pre-trial and post sentencing, diverting minor cases out of the criminal justice system altogether, reducing high levels of remand detainees by improving access to the justice system, making special or alternative arrangements for vulnerable groups, such as children, mothers with dependent children and people requiring mental health assistance and increasing the bedspace capacity.
While the strategies for reducing the detained population is driven from the DCS angle, the management of overcrowding should be regarded as a Criminal Justice System challenge therefore all the critical stakeholders should play an active role in ensuring that incarceration is utilised as a last resort for a certain category of inmates such as those classified as high risk.
2.5.2.3 Linking performance and budgets Table 2.22: Programme Expenditure: Programme 2: Incarceration Sub-programme name Final Appropriation 2022/23 Actual Expenditure (Over)/ Under Expenditure R’000 26,398 49,908 - - Final Appropriation 2021/22 Actual Expenditure R’000 8,214,050 4,056,709 769,953 2,255,478 R’000 8,212,398 4,002,730 769,953 2,255,478 (Over)/ Under Expenditure R’000 1,652 53,979 - - R’000 8,580,351 4,224,955 767,693 2,237,452 R’000 8,553,953 4,175,047 767,693 2,237,452 15,810,451 15,734,145 76,306 15,296,190 15,240,559 55,631 Security Operations Facilities Remand Detention Offender Management Total 122 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.5.3 PROGRAMME 3: REHABILITATION Programme purpose: Provide offenders with needs-based programmes and interventions to facilitate their rehabilitation and enable their social reintegration.
Table 2.23: Programme 3: Rehabilitation Sub-programmes Sub-programmes Correctional Programmes Offender Development Psychological, Social and Spiritual Services Sub-programme purpose Provide needs-based correctional programmes targeting offending behaviour based on the Correctional Sentence Plans (CSPs).

The aim is to raise awareness, provide information and develop life skills.

Provide offenders with needs-based programmes and interventions to facilitate their rehabilitation and personal development.
Manage and ensure the rendering of needs-based psychological, social work and spiritual care services to inmates and persons under correctional supervision with the aim of improving health and emotional wellbeing and assisting in their rehabilitation and reintegration into the community.

123 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1 2 4 2.5.3.1 Performance Report on the 2022/23 Annual Performance Plan Table 2.24: Programme 3: Rehabilitation: Outcomes, Outputs, Output Indicators, Targets and Actual Achievements Output Output Indicator Audited Actual Performance 2020/21 Audited achievement 2021/22 Planned Annual Target 2022/23 Actual achievement 2022/23 Deviation from planned target to actual achievement 2022/23 Reasons for deviations Outcome 3: Increased access to needs-based rehabilitation programmes to improve moral fibre Sub Programme: Correctional Programmes Correctional programmes Percentage of sentenced offenders with CSPs who completed correctional programmes Sub Programme: Offender Development Occupational skills training 4Percentage of offenders participating in Long Occupational Skills Programmes 5Percentage of offenders participating in Short Occupational Skills Programmes 6Percentage of offenders participating in TVET College Programmes 7Percentage of offenders participating in General Education and Training (GET) per academic year Educational Programmes 77% (64 399/ 84 159) 95 % (7 161/ 7 506) 99.80 % (4 546/ 4 555) 90% (78 148/ 86 459) 99% (39 560/ 39 846) 99.96% (11 334/ 11 338) 95% (5 560/5 822) 99.67% (6 922/6 945) 95% (5 079/5 338) 98% (7 520/7 692) 80% 90% 90% 90% 85% 95% (84 443/ 88 980) 99% (16 593/ 16 664) 99% (14 579/ 14 590) 99% (7 023/7 033) 99% (7 181/7 264) 15% 9% 9% 9% 14% Custodial officials provided additional capacity to facilitate correctional programmes Contribution and support obtained from partnerships with external stakeholders, e.g.
National Skills Fund and SASSETA.

Teachers ensured that offenders registered completed training interventions.

Contribution and support obtained from partnerships with external stakeholders, e.g.

National Skills Fund and SASSETA.

Teachers ensured that offenders registered completed training interventions.
Teachers ensured offenders registered and attended classes towards completion of their qualification Financial support provided for the purchase of learner, teacher support material and support visits conducted to monitor participation in education programmes.

4.

Actual performance and deviation for 2022/23 have been rounded downward by 0.6% 5.

Actual performance and deviation for 2022/23 have been rounded downward by 0.9% 6.
Actual performance and deviation for 2022/23 have been rounded downward by 0.9% 7.

Actual performance rounded off to 99% DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Output Output Indicator Audited Actual Performance 2020/21 Audited achievement 2021/22 Planned Annual Target 2022/23 Actual achievement 2022/23 Percentage of offenders participating in Further Education and Training (FET) per academic year Grade 12 National Senior Certificate (NSC) pass rate obtained per academic year 97% (761/782) 99% (957/969) 81% (131/161) 77% (148/192) Enhancement of Self- sufficiency Percentage of cloth face masks manufactured for inmates 98% (550 103/ 562 122) 113% (374 791/ 330 229) Sub Programme: Psychological, Social and Spiritual Services Personal wellbeing services Percentage of offenders, parolees and probationers receiving social work services Percentage of inmates receiving spiritual care services Percentage of inmates receiving psychological care services 62% (96 760/ 155 524) 90% (126 361/ 140 948) 25% (34 581/ 140 948) 74% (113 833/ 154 772) 152% (217 177/ 143 223) 31% (44 327/ 143 223) 85% 76% 90% 56% 82% 22% 99% (950/959) 87% (202/231) 100.4% (80 138/ 79 794) 74% (117 999/ 159 064) 152% (238 808/ 157 056) 33% (52 058/ 157 056) Deviation from planned target to actual achievement 2022/23 14% 11% 10.4% 18% 70% 11% Reasons for deviations Implementation of the Recruitment and Retention Strategy to increase offender participation Curriculum intervention support programmes offered by the DBE conducted (Chief and Deputy Chief Invigilators Training to ensure full compliance to examination procedures.
Provision of financial resources for access to digital platforms which resulted in better academic performance in 2022.

Orders have declined over the financial year due to the lower demand for cloth face masks; hence workshops were able to complete all orders received.

Effective marketing of social work services and programmes Effective marketing of spiritual care services and programmes.

Community Service Psychologists assisted to increase the number of inmates receiving Psychological Services.
1 2 5 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.5.3.2 Linking performance with budget Table 2.25 Programme Expenditure: Programme 3: Rehabilitation Sub-programme name Final Appropriation 2022/23 Actual Expenditure R’000 R’000 (Over)/ Under Expenditure R’000 Final Appropriation 2021/22 Actual Expenditure R’000 R’000 (Over)/ Under Expenditure R’000 Correctional Programmes Offender Development Psychological, Social and Spiritual Services Total 431,671 431,671 - 419,363 419,363 - 1,145,791 1,130,533 15,258 1,063,048 1,036,672 26,376 582,192 582,192 - 558,633 558,633 - 2,159,654 2,144,396 15,258 2,041,044 2,014,668 26,376 126 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.5.4 PROGRAMME 4: CARE Programme purpose: Provide needs-based care services for the personal wellbeing of all inmates in the Department’s custody.

Table 2.26: Programme 4: Care: Sub-programmes Sub-programmes: Nutritional Services Sub-programme Purposes Provide inmates with appropriate nutritional services during the period of incarceration.

Health and Hygiene Services To ensure that inmates are provided with appropriate access to healthcare and hygiene services.
127 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1 2 8 2.5.4.1 Performance Report on the 2022/23 Annual Performance Plan Table 2.27: Programme 4: Care: Outcomes, Outputs, Output Indicators, Targets and Actual Achievements Output Output Indicator Audited Actual Performance 2020/21 Audited achievement Planned Annual Target Actual achievement 2021/22 2022/23 2022/23 Deviation from planned target to actual achievement 2022/23 Reasons for deviations Outcome 5: Healthy incarcerated population Sub Programme: Health and Hygiene Services Communicable diseases treat- ment Offenders viral load suppression rate (at 12 months) 91% (3 104/ 3 415) 91% (1 034/ 1 134) Offenders Tuberculosis (TB) new pulmonary cure rate Percentage of identified inmates tested for Corona Virus Disease 2019 (COVID-19) Percentage of inmates who have recovered from Coronavirus Disease 2019 (COVID-19) Percentage of inmates screened for diabetes Percentage of inmates screened for hypertension Non- Commu- nicable diseases treatment Sub Programme: Nutritional Services Nutritional diets provided Percentage of therapeutic diets prescribed for inmates 93% (375/403) 94% (220/234) 99.99% (32 653/ 32 656) 95% (3 982/ 4 203) 220% (63 550/ 28 931) 275% (73 429 / 26 741) 6% (8 494 / 140 948) 100% (18 104/ 18 104) 100.10% (5 947/ 5 941) 228% (69 494/ 30 508) 255% (68 385 / 26 804) 6% (7 972/ 143 223) 91% 91% 100% 85% 90% 90% 12% 97% (1 155/ 1 192) 97% (306/317) 100% (1 027/ 1 027) 94% (152/ 161) 216% (73 997/ 34 336) 230% (68 668/ 29 912) 5% (8 518/ 157 056) 6% 6% 0% 9% 126% 140% Improved management (i.e.
monitoring, enhanced adherence counselling and placement on DOTS) of offenders on ART; Offenders’ adherence to ART.

Compliance to ART Guidelines.

Compliance with TB guidelines; Effective monitoring of offenders who are on treatment.

n/a Majority of the inmates diagnosed with COVID-19 recovered during the reporting period.

Intensified screening of inmates was conducted due to their vulnerability.
Intensified screening of inmates was conducted due to their vulnerability 7% Effective management and review of inmates on therapeutic diets.

DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.5.4.2 Linking performance with budgets Table 2.28: Programme Expenditure: Programme 4: Care Sub-programme name Nutritional Services Health and Hygiene Services Total Final Appropriation 2022/2023 Actual Expenditure R’000 1,313,299 R’000 1,363,101 (Over)/ Under Expenditure R’000 Final Appropriation 2021/2022 Actual Expenditure R’000 (49,802) 1,207,599 R’000 1,207,599 1,197,988 1,148,186 49,802 1,124,240 1,124,240 2,511,287 2,511,287 - 2,331,839 2,331,839 (Over)/ Under Expenditure R’000 - - - 129 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.5.5 PROGRAMME 5: SOCIAL REINTEGRATION Programme purpose: Provide services focused on preparing offenders for release, effective supervision of offenders placed under the system of community corrections and facilitation of offender social reintegration into communities.
Table 2.29: Programme 5: Social Reintegration: Sub-programmes Sub-programmes: Supervision Community Reintegration Office Accommodation: Community Corrections Sub-programme purposes Provide effective supervision of offenders placed under correctional and parole supervision in order to enhance public safety.

Provide and facilitate support systems for the reintegration of offenders into society.
Facilitate the provision of community corrections offices, including satellite offices and service points to enhance community reintegration.

130 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.5.5.1 Performance Report on the 2022/23 Annual Performance Plan Table 2.30: Programme 5: Social Reintegration: Outcomes, Outputs, Output Indicators, Targets and Actual Achievements Output Output Indicator Audited Actual Performance 2020/21 Audited achievement Planned Annual Target Actual achievement 2021/22 2022/23 2022/23 Reasons for deviations Deviation from planned target to actual achievement 2022/23 Outcome 4: Successful reintegration of all those under the care of the Department Sub Programme: Supervision Percentage of Compliance by parolees without Probationers violations and Parolees (51 586/ (51 901/ 99% 97% 99% Percentage of probationers without violations 52 275) 52 054) 99% (7 530/ 7 597) 99% (7 714/ 7 803) 97% 2% 2% 99% (50 134/ 50 695) 99% (7 990/ 8 101) Sub Programme: Community Reintegration Victim Offender Dialogue 11 833 16 951 4 100 18 121 14 021 3 791 5 758 3 000 5 545 2 545 Number of victims who participated in Restorative Justice programmes Number of offenders, parolees and probationers who participated in Restorative Justice Programmes Stakeholder engagement including National House of Traditional Khoi- San leaders (NHTKL) has enhanced compliance to conditions of parole supervision Stakeholder engagements including National House of Traditional Khoi-San leaders (NHTKL) enhanced compliance to conditions of probation supervision Marketing of the programme through public Victim Offender Dialogues (VODs) has increased participation Marketing of the programme through public Victim Offender Dialogues (VODs) has increased participation 1 3 1 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 1 3 2 Output Output Indicator Audited Actual Performance 2020/21 Audited achievement Planned Annual Target Actual achievement 2021/22 2022/23 2022/23 363 592 42 875 Deviation from planned target to actual achievement 2022/23 833 Reasons for deviations Agreements with business and Non- Profit Organisations (NPOs) has increased economic opportunities for parolees and probationers Agreements with businesses and Non- Profit Organisations (NPOs) has increased socio-economic opportunities for victims Engagements within the communities assisted in increasing participation of the parolees and probationers in community initiatives - - 42 344 302 6 002 17 488 6 400 23 747 17 347 Job creation Number of economic opportunities facilitated for offenders, parolees and probationers Number of victims who benefited from socio economic support facilitated Number of parolees and probationers participating in community initiatives DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2.5.5.2 Linking performance and budgets Table 2.31: Programme Expenditure: Programme 5: Social Reintegration Sub-programme name Supervision Community Reintegration Office Accommodation: Community Corrections Total Final Appropriation 2022/23 Actual Expenditure R’000 1,038,390 97,674 R’000 1,038,390 97,674 57,074 57,074 1,193,138 1,193,138 2.6 TRANSFER PAYMENTS (Over)/ Under Expenditure R’000 Final Appropriation 2021/22 Actual Expenditure R’000 R’000 (Over)/ Under Expenditure R’000 - - - - 1,099,333 41,520 933,301 39,940 166,032 1,580 47,021 47,021 - 1,187,874 1,020,262 167,612 This section provides information on transfer payments made during the period from 1 April 2022 to 31 March 2023 Table 2.32: Transfer payments to all organisations other than public entities for the period from 1 April 2022 to 31 March 2023 Name of transferee Type of organisation Safety and Security Education and Training Authority (SASSETA) Education and Training Authority Purpose for which the funds were used Skills levy in terms of Skills Development Act, 1998 (Act No.97 of 1998) Amount budgeted (R’000) Amount transferred (R’000) 10,215 10,222 The table below reflects the transfer payments which were budgeted for during the period form 1 April 2022 to 31 March 2023 Table 2.33: Transfer payments which were budgeted for in the period from 1 April 2022 to 31 March 2023 Name of transferee Type of organisation - - Purpose for which the funds were used - Amount budgeted for (R’000) - Reasons why funds were not transferred - 2.7 CONDITIONAL GRANTS There were no conditional grants transferred or received by the Department for the 2022/23 financial year.
2.8 DONOR FUNDS There were no donor funds received by the Department for the period under review.

133 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 2.9 CAPITAL INVESTMENT The construction sector is an economically significant sector in any country as it contributes to the gross domestic product (GDP) through social and economic infrastructure development.
The construction sector is the backbone for economic growth in any country as it plays a vital role in the prosperity, social progress, and quality of life of any country’s citizens.

The sector is diverse, with a range of activities including building and civil engineering, infrastructure development, and specialised construction services.

The absence of adequate in subdued economic growth and lead to a country’s economic failure.
Globally, the construction sector is estimated to account for USD1.7 trillion while averaging in most countries to between 5 and 7 per cent of total GDP.

In South Africa, the construction sector is a key driver of socio-economic development and a key employment multiplier.

The sector adds significant value to the country and its citizens as the stakeholders in the sector include employees, their families, the government as the regulator, suppliers of construction material, customers, and investors.
infrastructure development may result site invasions by Prior to the COVID-19 pandemic outbreak, the domestic construction sector was faced with challenges such as lack of construction projects, late and non-payment of contractors and professionals as well as the uncontrolled syndicated illegal construction organized crime.
COVID-19 has introduced additional challenges such as delays, disruptions, suspensions, and termination of contracts as well as difficulties with supply of material and workforce unavailability due to illness and lack of safety measures.

In South Africa, the construction sector suffered the biggest economic growth contraction compared to other sectors of the economy due to the lockdown restrictions.

The construction sector has a relatively high employment share to its GDP contribution.
The sector uses a range of inputs from other sectors to produce its goods and services and as such the sector indirectly contributes to job creation in other sectors as well.

However, employment within the construction sector has been heavily affected by the COVID-19 pandemic.

The biggest impact of the pandemic amongst contractors of all grades is massive job losses and retrenchments of construction workers.
Even before the COVID-19 pandemic, job losses were already evident in the construction sector – with employment on a downward trend since 2017.

134 sector, Total expenditure on construction projects has been on a steady decline since 2016, however, due to the COVID-19 pandemic, it decreased sharply in the first and second quarters of 2020.
The expenditure has remained low in 2021 due to persistent electricity interruptions, low business confidence and low capital spending from public corporations’ contribution.

State- owned companies have attributed recent contractions in investment to COVID-19 related restrictions in the longstanding project delays construction and credit rating downgrades that have significantly slowed capital expenditure programmes.
The decline in construction projects’ expenditure is also attributed to the reallocation of funds from construction projects to learning and culture, social development, and healthcare to tackle the pandemic.

The construction sector is in a critical state, having shrunk considerably over the past two years.
The construction sector was the worst- performing sector locally, quarter on quarter, in 2021, with less growth during the period compared with that of 2020, despite the relaxation of COVID-19 restrictions, and various media reports of potential investments by private investors and government.

in the Significant delays have been experienced construction sector by many contractors CIDB (2020).

Delays in the awarding of already priced tenders and delays in the delivery of projects has been a major concern.
The pandemic has caused interruptions to supply chains, labour supplies and financial impacts which have adversely impacted the timely completion of construction projects.

Postponements of construction projects have caused problems within the sector as tendering is a costly exercise and the promise of pipeline work means contractors must hold on to resources that could have been utilized elsewhere.
Investment in public infrastructure has been consistently lower than the NDP targets of 10 percent of GDP from 2010.

Between 2023 and 2025, South Africa’s construction industry is expected to experience an average yearly growth of 3.4%, as the government increases its focus on infrastructure and energy sector investment initiatives.

The sector remains an important contributor to the country’s economic development and is expected to continue to play a vital role in the future.
DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 2.34: Summary of Capital Expenditure for 2022/23 Budget /Expenditure Buildings and other fixed structure Repairs and renovations (maintenance) Adjusted Budget Expenditure % Budget spent 360,202 268,571 74.6% 134,460 494,662 102,279 370,850 75.0% 76.1% Total During the 2022/23 year under review, several projects at land vesting from the ownership of other state entities to pre-planning and planning stages progressed to varying the DPWI.
The processes are expected to be completed degrees.

The projects at pre-planning stage fell largely in the 2024/25 financial year.

The pre-planning for the into the site clearance stage that is implemented through staff housing for two correctional centres that were the Department of Public Works and Infrastructure constructed between 2010 and 2020 has been underway, (DPWI).
Included in this category of projects were site with both undergoing site clearance until approximately clearances for bedspace creation projects at several September 2024.

The Volksrust Community Corrections is correctional centre sites.

The site clearances for new 500- a new project at design stage which is being executed by bed correctional centres at Kirkwood and Thohoyandou the built environment professionals of both DPWI and the were completed, while the procurement processes for Department.
nine other correctional facilities ranging from 500 beds to 1 500 beds were underway.

One site clearance is estimated to be completed during 2023/2024, seven in 2024/25 and one in the 2025/26 financial year.

Priority was given to the planned projects in the most overcrowded Regions being Eastern Cape, Gauteng and Western Cape.

The Litchenburg correctional facility upgrade project reached final design stage, and the project is expected to go to tender in 2023/24 financial year.
Projects under construction during the period under review included bedspace creation projects, SFSSS projects to improve the Department’s ability to produce some of its own food, Integrated Security Systems and other projects.

Progress was noted on several projects during the 2022/23 financial year, such as the Burgersdorp correctional facility in the Eastern Cape Region which is undergoing an upgrade to provide approximately 500 bedspaces.
The project is currently under construction As part of the Strategic Framework for Self-sufficiency and at 21% progress and still on track for completion in Sustainability a total of 16 incinerator sites underwent the 2025/26 financial year.

The Parys correctional assessments by the DPWI at existing and planned sites facility upgrade project to provide approximately 260 at DCS farm prisons that have abattoirs.
The aim of the bedspaces in total, of which 176 is additional to the assessments was to determine whether the existing existing 76 beds was put on hold at 51% completion incinerators require upgrading or replacement prior to due to the liquidation of the appointed contractor applying for Atmospheric Emissions Licences (AELs) from during the financial year.

The Development Bank of the Department of Forestry, Fisheries and the Environment Southern Africa (DBSA) which is implementing the (DFFE).
The DFFE introduced its air quality legislation in project on behalf of DPWI is in the process of procuring 2004 which requires that all incinerators operate under of a completion contract for the 2023/24 financial year.

licence in order to comply.


In addition to the Atmospheric The Emthonjeni Juvenile correctional facility upgrade Emission Licences compliance programme, the planning project for the recovery of 288 bed spaces was on hold of four abattoirs continued at Ncome and Sevontein in at the year-end due to outstanding approvals of Variation KwaZulu and Grootvlei in the FS/NC and Kirkwood in Orders (VO’s) and Extension of time (EOT) claims by the the Eastern Cape Region.

They were subjected to site contractor.


These approvals are procedurally sought clearance processes that are estimated to be completed by the DPWI from the National Treasury, once a pre- in the 2024/25 financial year.

Other projects at pre-planning stage include three Community Corrections Offices at Mkhuhlu, GaMasemola and Praktiseer in the LMN Region which were all subjected to the site clearance processes of the DPWI, including set threshold amount is reached on the project.
The project scope is mainly an integrated security systems (ISS) upgrade, with improvements to the hot water and steam reticulation systems with the expected completion thereof scheduled for the 2023/24 financial year.

The non- 135 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 compliance challenges on the Umzimkhulu correctional Subsequent to the November 2019 tornado that hit parts facility repairs project caused the project to not reach of KwaZulu-Natal Region, a storm damage repairs project completion.

The facility is currently housing 19 inmates was initiated at Waterval correctional facility and repairs to for the maintenance of SFSSS projects.
42 official houses which were damaged during the storm Significant progress was made on the bakeries executed under the Department’s Own Resources programme that uses departmental artisans and inmates as well as were completed and handed over to the Department.
A project at Brits correctional facility to refurbish the kitchen achieved final completion in November 2022. materials procured using the capital works budget to A 36-month repairs and maintenance contract of construct small projects for offender development.
The 8 correctional facilities (Qalakabuha, Standerton, bakeries at Westville, Qalakabusha and Standerton were Tzaneen, Port Elizabeth North End, Tswelopele, Kokstad, under construction, while bakeries at Groenpunt and Pietermaritzburg and Ebongweni) was awarded by the Upington were in planning at the end of the financial year.

IDT on behalf of the Department in December 2022.


Table 2.35: Progress on infrastructure projects for the 2022/23 financial year Project Status Pre-planning, Planning and Design Tender Construction Completion Final account Contract cancelled Number of projects 81 38 26 17 14 1 The Department had one infrastructure project planned In line with the principles of the SFSSS the Department for completion during the 2022/23 financial year, i.e.
prioritised the following Own Resources projects for the the construction of the Area Commissioner’s residential period under review: accommodation in the SADA Management Area.

The bids received for the SADA AC House was above the pre- tender estimate and considered an over capitalisation.

The bid was cancelled by the Implementing Agent (DPWI) due to the high tender amounts received.
Due to the slow expenditure of the infrastructure budget, the Department reprioritised Own Resources projects to provide much needed infrastructure across the Regions.

The SFSSS prioritises areas of investment for meaningful returns and maximization of poverty alleviation and job creation.

It is against the above that the Department aims for all internally produced foodstuffs, artefacts and manufactured products, to contribute towards self-sufficiency and sustainability of correctional centres.
The skills acquired by offenders during training and development shall be ploughed back into self- sufficiency and sustainability initiatives, i.e.

as part of own resource utilization, furthermore to impact positively on communities.

In keeping with the aim of this strategic framework, the correctional centres/management areas where farms, production workshops, bakeries exist, must be the first point of market for these produce/products.
136 DCS Infrastructure Master Plan workshop with Implementing Agents The Master Infrastructure Plan workshop was attended by senior managers of the Department and implementing agencies; namely, the Department of Public Works and Infrastructure (DPWI), Independent Development Trust (IDT) and Development Bank of Southern Africa (DBSA), and was aimed at unlocking blockages that delay the effective rollout of the Department’s Infrastructure Master Plan.
The aging infrastructure and increasing inmate population in correctional centres put a strain on the available resources and impede the Department’s ability to achieve its mandate of ensuring safe and humane incarceration of inmates.

Participants of the workshop deliberated on ways to build efficiency in the infrastructure maintenance programme and the creation of additional infrastructure.
Stakeholders agreed on the importance of ensuring that funded projects submitted to agencies are completed within projected timeframes.

The Department has embarked on an Integrated Infrastructure Master Plan to monitor planning, design, delivery and maintenance DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 of its facilities and security infrastructure over a five- out programmes in correctional centres where inmates year period from 2019/20 until 2024/25 financial years.
are being prepared for opportunities where they can be Infrastructure projects are implemented by DPWI, DBSA, self-employed instead of being jobseekers.

Arts and craft IDT and DCS (own resources) in order to improve the activities help instil a sense of achievement and pride condition and provide the necessary accommodation.

in offenders.

The Arts and Craft galleries boast exquisite Progress on the infrastructure projects for the creation paintings, drawings, sculptures, traditional accessories.
of new bed spaces which are currently in construction, include the Parys Correctional Centre which is 85% complete and Burgersdorp Correctional Centre whose site has been handed over to the contractor.

The revised strategy to be implemented by the agencies includes amongst others, the construction of a facility at Lichtenburg with 500 beds; Integrated renewable energy and resource efficiency programme; the installation of standby generators and replacement of incinerators in various correctional centres.
The Implementing Agents presented the turnaround plans to deal with the backlogs, and provided a breakdown on the current status from completed projects to those that have stalled due to various challenges.
Infrastructure is crucial in the implementation of the Self-sufficient and Sustainable Framework (SSSF) including the utilisation of own resources, offender development and offender labour, through the use of state immovable assets to reduce costs to the fiscus and to generate revenue for the Department.
Launch of the Arts and Crafts Gallery in Grahamstown Launch of the Pietermaritzburg Arts and Craft Gallery The Department is spearheading efforts to help offenders to discover and nurture their talents so they can use it for self-sustenance when they are released from incarceration.

Work is at an advanced stage to monetise and maximise revenue on the many stunning artworks in DCS Arts and Crafts galleries.
The launching of Arts and Crafts galleries is also in furtherance of the objectives of the SFSSS - a programme that has been identified as a catalyst to reduce the costs incurred by the fiscus, and to generate revenue for the Department by using offender labour to develop and utilise state assets.

A number of stakeholders graced the occasion and pledged to work and support this initiative.
The Capital City of the KwaZulu- Natal formed part of efforts to enhance meaningful social reintegration through the skilling of offenders.

This is the sixth gallery to be opened by the Department, with the primary aim is to leave offenders and parolees with an opportunity to showcase their skills.

This will give them an opportunity to compete in the market and sell their The Department officially launched an Arts and Craft arts and crafts in order to earn a living.
The Department Gallery on 14 March 2023 at Grahamstown Correctional has also secured a space in the National Arts Festival to Centre, in the Eastern Cape Region.

Art and creative put on display the arts and crafts made by offenders and activities act as a catalyst for identifying transformation, parolees.

employment pathways, financial independence and community partnerships which help reduce crime and ensure successful reintegration of offenders back into communities.
Through the Strategic Framework for Self- Sufficiency and Sustainability, the Department stretches beyond just reducing costs to the fiscus and generating revenue but further creates programmes that will unlock everlasting benefits to offenders’ post-incarceration.
The Art and Craft Gallery was made possible through partnerships with the Department of Sport, Recreation, Arts and Culture (DSRAC), Rhodes University and the National Arts Festival (NAF) who provided resources and expertise such on design layout, room lighting, types of material suitable for artworks and how to mount various items on the wall amongst others.
The on-demand skills for the market is one of the requirements upon rolling Establishment of Free State Goedemoed Pharmacy The establishment of pharmacies have been emphasised as part of the SFSSS.

In this regard, it will assist in bringing services closer to the health care users who need medication.

Goedemoed Management Area is located in a rural area that is isolated and distant from service providers.
The establishment of a pharmacy at Goedemoed therefore ensures that pharmaceutical services are accessible and medication provided timely.

In establishing the pharmacy, the Management Area identified a building that was previously utilised for administrative offices, for renovation to become a fully functional pharmacy.

The renovations were done by using own resources (offender labour and procurement of materials to renovate the building).

Through this 137 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 project, the skills of offenders were enhanced as they Practical Completion was issued on 24 February 2023 for participated in the renovations (painting, brick laying, Kokstad, 23 March 2023 for Waterval and on 30 November tiling, roofing, etc).

The Certificate of Practical Completion 2022 for the Ncome Management Areas.

The pharmacies was issued on 31 March 2023 and the pharmacy has for the three Management Areas under KwaZulu Natal become operational.
The pharmacy has also received a are fully operational and have also received licences from licence from the Director-General of the Department the Director-General of the Department of Health and of Health and recorded by the South African Pharmacy recorded by SAPC.

Council (SAPC).
Council (SAPC).

Launch of the Pietermaritzburg Arts and Crafts Establishment of Kokstad, Ncome and Waterval Gallery Pharmacies The Department has established an arts and craft gallery The Department utilised unused buildings that were through the renovation of the Community Corrections identified by the Management Areas to establish Offices located in the central business district in the pharmacies in Kokstad, Ncome and Waterval pharmacies.

Pietermaritzburg Management Area.


The arts and crafts These buildings have been renovated to fully functional gallery was launched and officially unveiled the 15 March pharmacies through utilisation of own resources (offender 2023.

Offenders in the Pietermaritzburg Management labour and procurement of materials to renovate the Area were given an opportunity to develop their work building).
The own resources projects not only contribute habits and skills that will help them to gain employment to reducing reoffending, but is specifically geared towards when released.

Classes in the arts reduce inmate idle closing gaps in essential workforces by encouraging time and occupy them in constructive activities.

An offenders to contribute to their local economies and arts programme is also a relatively low-cost means of boost growth.
The Department is committed to training introducing inmates to a new value system and positive offenders in various building services, and will be further role models.

Art has the capacity to absorb the interests investing in programmes that provide offenders with and mould the values of those who practice it.

Inmates marketable skills that will help them find employment are guided into the expression of emotions through after release and eliminate barriers to employment and skills that have been dormant.
Out of this activity, a new release.

The skills of offenders in brick laying, tiling, painting, self-concept emerges that is based in the creation of roofing, art and craftwork layout were enhanced through something valuable to oneself and to others.

the implementation of these projects.
The Certificate of Table 2.36: Infrastructure projects currently in progress and expected completion dates Project name Parys Correctional Centre Burgersdorp Correctional Lichtenburg Correctional Centre Descriptions Provision of additional bed-spaces to approximately 250 bed-spaces, support amenities, and development and care facilities and upgrade of existing dilapidated structures Provision of additional bed-spaces to approximately 323 bed-spaces, support amenities and development and care facilities and upgrade of existing dilapidated structures Upgrading of correctional centre to approximately 500 bed-spaces and provision of support amenities and development and care facilities Start Date 2019/02/20 Completion date Deferred Outputs Construction contract cancelled on 2023/02/17 Construction in progress 2022/04/14 2026/06/14 Planning in progress 2023/09/01 2026/08/31 The Department does not have any plans to close KwaZulu-Natal (KZN); Limpopo/Mpumalanga/North down or downgrade any facilities.
The structure of the West (LMN) and Western Cape (WC) filtered down to Department consists of six Regions which are: Eastern 46 Management Areas and 243 Correctional Centres Cape (EC); Free State/Northern Cape (FSNC); Gauteng; including two Public-Private Partnerships (PPP’s.

The 138 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 correctional facilities infrastructure includes the facilities, or punishment of inmates.
Body searches and inspections equipment, spaces and the facility itself, used to house are useful mechanisms for ensuring that the regulations inmates.

Ventilation and lighting are also important are complied with.

Correctional facilities infrastructure factors, along with access to hygiene services inside the also affects the state’s ability to deliver services to inmates, cell or if these are unavailable, to a suitable external area such as health care and rehabilitation programmes.
In with working toilets and showers.

Bedding and furniture order to provide rehabilitation programmes to inmates for keeping personal items and washing materials are (such as cognitive behavioural therapy and career another factor.

The stipulations regarding the use of technical education), some correctional facilities still dormitories state that correctional facilities are be carefully require treatment space, classrooms, and workshop selected and constantly watched over to prevent abuse spaces.
Table 2.37: Management Areas and Correctional Centres as at 31 March 2023 REGION Eastern Cape Gauteng Free State / Northern Cape KwaZulu-Natal Western Cape Limpopo/Mpumalanga/ North West PPPs in FS/NC (1) and LMN (1) Total NO.
OF MANAGEMENT AREAS 6 8 7 7 10 8 0 46 TEMPORARILY CLOSED CORRECTIONAL FACILITIES ACTIVE FACILITIES 45 26 46 42 0 0 1 (Parys) 0 2 (Brandvlei Maximum and Swellendam) 2 (Brits and Geluk) 0 5 42 35 2 238 TOTAL 45 26 47 42 44 37 2 243 Various inmate needs beyond security also affect the Infrastructure Plan guides the investment decisions both types and location of correctional facilities where inmates in the near term and long term.

The implementation of can be accommodated.


Inmates with disabilities requiring the Master Infrastructure Plan is particularly important certain physical design features, such as wheelchair given the extent and severity of infrastructure needs, as ramps, can only be housed at correctional facilities that well as the possibility of closure in the near term due to include such features.

Inmates considered to be at high a lack of maintenance.
The implementation of the Master risk to attempt suicide require cells without elements Infrastructure Plan prioritises infrastructure spending in such as bars or sharp corners that could be used in a such a way as to ensure that the most urgent needs are suicide attempt.

There are various factors that impact the infrastructure needs and spending of the Department.
The age and condition of the correctional facilities and the continued increase in the inmate population require the Department to prioritise future infrastructure spending and re-evaluate the number of correctional facilities it operates.

The Master addressed first and that projects are done in a logical and efficient manner.
This will ensure that the Department addresses infrastructure issues that present habitability concerns for inmates or significantly threaten operations, the risk of infrastructure-related emergencies and litigation against the Department for conditions resulting from its poor infrastructure.

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22 | ANNUAL REPORT 2022/2023 Table 2.38: Correctional Centres closed or partially closed Region WC WC LMN LMN FSNC Closed facility Swellendam Brandvlei Maximum Geluk Brits Parys Reason for closure Due to dilapidation Temporarily closed due to upgrading Due to dilapidation Temporarily closed due to upgrading Temporarily closed due to upgrading factors driving the most significant the One of Department’s infrastructure needs and spending is the age and condition of the existing correctional facilities.
The overall condition of correctional centres is 19% in “Fair to Good” condition, 17% in “Fair” condition, and 64% in “Fair to Poor” condition.

From this analysis, it can be anticipated that the infrastructure programme will require increases in the departmental maintenance budget that is allocated by the National Treasury, as well as increasing budgets and implementation of Planned Maintenance by the Department of Public Works and Infrastructure.
These frequent and complicated repair needs drive increased ongoing maintenance costs.
Table 2.39: Conditions assessment of correctional facilities Condition Rating Good Fair to Good Fair Fair to Poor Poor % of correctional facilities 4% 15% 17% 58% 6% Number of correctional facilities 10 36 41 141 15 The Department’s is contrary to the infrastructure prevailing trend in the Estimates of National Expenditure (ENE), which has experienced a 9% growth in maintenance budget allocation between 2022/23 and 2023/24; another 9% between 2023/24 and 2024/25; and only a 4% growth to 2025/26.
In these conditions, coupled with overcrowding, the dilapidation of correctional centres can be expected to accelerate.

During the period under review, emphasis was placed on the refurbishment, repair and upgrade of Integrated Security Systems (ISS) in order enhance the security posture of the Department.
During the 1994/95 financial year the Department moved towards the introduction of security technology systems in order to enhance the security capacity at correctional facilities, with the strategic shift to functional unit management and through the implementation of Integrated Security Systems (ISS).
One of the major contributing factors which led to the failing ISS infrastructure can be attributed to the Table 2.40: Condition rating of correctional facilities lack of in-house technical capacity to maintain and repair these systems / installations.

The Department therefore sought to incorporate skills transfer to officials and youth employed as part of all newly awarded contracts to implement remedial actions which in turn will improve ISS system functionality and reliability.
During the year under review a total of R364 715 016 was allocated, spread over a period of 36 months, to upgrade and maintain current ISS infrastructure.

The local construction industry has long been identified as an ideal catalyst for economic growth and social development, hence the newly awarded contracts provides employment to unemployed youth for the duration of the contracts.
the 2020/2021/2022 financial years the During Department conducted desktop condition assessments on all correctional centres in terms of the User Asset Management Plan (UAMP), and the outcome can be summarised as follows: Percentage of correctional facilities (October 2021) 4% 15% 16% 58% 7% Percentage of correctional facilities (October 2022) 4 % (unchanged) 15 % (unchanged) 17 % (improvement by 1%) 58 % (unchanged) 6 % (improvement by 1%) Number of correctional facilities 10 36 41 141 15 Condition Rating Good Fair to Good Fair Fair to Poor Poor 140 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 The Department has adopted a proactive approach in bedspace are required for the housing of inmates under dealing with facilities upgrade and maintenance, by safe, secure and humane conditions.
During the period enhancing in-house capacity to support maintenance under review the Department conducted an audit on responsibilities, implementing in-house design and approved bedspace and extended the audit with a construction of facilities and implementing maintenance supplementary audit on all bedspaces which were lost as term contracts.

The Department has implemented a result of dilapidation and as a result of repurposing of maintenance term contracts for electrical and mechanical accommodation.
According to the audit it is noted that services in the Mthatha and Sada Management Areas, a total of 3 253 bedspaces were lost over an undefined which already proved a more cost-effective approach in period, due to a combination of dilapidation, conversions contrast to the DPWI reactive approach in dealing with of cells, resource shortages and other reasons, such day-to-day maintenance.
The Department will continue as repair and refurbishment projects currently under to diversify procurement strategies by allocating projects construction.

The audit further indicated that a total of 707 to other implementing agents.

Immovable assets are essential in supporting the service delivery objectives of the Department, hence adequate lost bedspace can be regained through the implantation of own resource projects, and therefore the Department will commence with these projects during outer years.
Table 2.41: Expenditure and status in relation to projects which were assigned to the Department of Public Works and Infrastructure Facility Project description Barberton Correctional Centre Thohoyandou Med B Correctional Centre Thohoyandou Med A Correctional Centre Zeerust Correctional Centre Losperfontein Correctional Centre Rustenburg Correctional Centre Brits Correctional Centre Thohoyandou Correctional Centre Replacement of boilers and upgrading of steam reticulation Kitchen upgrading including replacement of kitchen equipment at Medium B Kitchen upgrading including, replacement of kitchen equipment as well as temporary kitchen: Thohoyandou Correctional Centre Medium A Securing of new piece of land, construction of new correctional centre, including office accommodation, security fence and ISS Bain marine x 4, extractor canopy fan, electrical industrial stove, convection oven x 3, bend saw, cooking pots x 4, tilting pan x 8.
Repair, renovations and upgrading of buildings, wet services and civil infrastructure Replacement of kitchen equipment and upgrading of kitchen Thohoyandou/Matatshe Correctional Centre: Upgrading of Wastewater Treatment Plant and Water Purification Plant Completion Rooigrond Correctional Centre Farm: construction of a new septic tank Rooigrond Correctional Centre Parys Correctional Centre Provision of additional bedspaces to approximately 250 bedspaces, support amenities, and development and care facilities and upgrade of existing dilapidated structures Construction of broiler and chicken abattoir at Grootvlei Terrain Grootvlei Management Area Allocation (2022/2023) Total Expenditure (2022/2023) R 2 314 428 R 4 346 000 R 0.00 R 0.00 R 5 247 000 R 315 083 081 R 0 R 748 700 R 0 R 220 150 R 0 R 171 577 R 307 700 R 185 021 R 354 437 R 384 863 R 106 553 R 68 116 R 39 500 000 R 1 029 259 R 28 040 000 R 9 842 990 141 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Facility Project description Allocation (2022/2023) Total Expenditure (2022/2023) Sewerage and water infrastructure upgrade R 8 192 887 R 2 221 814 Groenpunt Correctional Centre Upgrading of the existing kitchen and conversion from steam to electrical Grootvlei Correctional Centre Grootvlei Management Area Bethulie Correctional Centre Hoopstad Correctional Centre Estcourt Correctional Centre Nkandla correctional Centre Ebongweni Correctional Centre, Kokstad Management Area Qalakabusha Correctional Centre, Empangeni Management Area Durban Westville Correctional Centre Durban Management Area Ncome Management Area Vanrhynsdorp Correctional Centre Malmesbury Medium A Correctional Centre Helderstroom Correctional Centre, Caledon Voorberg Correctional Centre, Porterville Drakenstein Correctional Centre, Paarl Oudtshoorn - new Correctional Centre Leeuwkop Correctional Centre Winburg Prison Procurement and Installation of Fish Fryer including Enlargement of the Canopy, Replacement of the Meat Band Saw and Replacement of 2 X Extractor Fans Implementation of emergency backup power supply Implementation of emergency backup power supply Replacement of existing corrugated iron buildings and rebuilding Replacement of industrial oven and ration scale Replacement of water and sewerage pipes replaced and other civil works Repair, operation and maintenance of Integrated Security System R 0 R 15 913 R 0 R 0 R 0 R 17 913 R 16 110 R 185 679 R 0 R 1 846 992 R 0 R 49 335 R 0 R 1 244 478 R 0 R 25 054 793 Replacement of three boilers R 5 000 000 R 6 168 Upgrading of the kitchen floors, walls and ceilings at Durban Westville Medium A, Med B, Med C, Female and Juvenile Correctional Centres Repairs to the reservoir and boreholes Site clearance for the construction of housing for essential staff Proposed rezoning, subdivision and heritage approval of new Community Corrections Office building for a state-owned building Replacement of incinerator R 3 000 000 R 0.00 R 500 000 R 0 R 0 R 0.00 R 0.00 R 176 985 R 1 000 000 R 0.00 Replacement of incinerator R 2 890 096 R 362 623 Replacement of incinerator R 1 428 688 R 48 720 Kitchen upgrade R 1 750 000 R 76 781 Site clearance for the construction of new 1 500 bed Juvenile Correctional Centre, support amenities and administration Nigel Correctional Centre Construction of new 1 500 bed Maximum R 0 R 0 R 0.00 R 0.00 Correctional Centre, support amenities and administration 142 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Facility Project description Zonderwater Correctional Centre Johannesburg Correctional Centre Emthonjeni Youth Correctional Centre Pretoria C-Max Correctional Centre Leeuwkop Correctional Centre Burgersdorp Correctional Centre Sada Management Area Sada Management Area Mthatha Management Area Mt Ayliff Correctional Centre Mt Frere Correctional Centre Mt Fletcher Correctional Centre Willowvalle Correctional Centre Bizana Correctional Centre Barkly East Correctional Centre Mthatha Correctional Centre Arrears DPWI Arrears DPWI Bizzah Makhathe Management Area Leeuwkop Prison Farm Vryheid Correctional Centre Construction of parole board Upgrade of steam generation plant, steam reticulation, hot water generation installation and maintenance for the period of 36 months Refurbish, repair and upgrade of security, building, steam installation and wet services contract Integrated security system; repair and maintenance contract for a period of 36 months Replacement and maintenance of boilers - completion contract Provision of additional bedspaces to approximately 323 bedspaces, support amenities and development and care facilities and upgrade of existing dilapidated structures Construction of Area Commissioner Offices at Queenstown Correctional Centre Construction of Area Commissioner dwelling house at Queenstown Correctional Centre Construction of Area Commissioner dwelling house at Lot D of Farm 33 Mthatha Installation of overhead wire mesh over courtyards Allocation (2022/2023) Total Expenditure (2022/2023) R 0 R 32 536 R 4 944 000 R 9 102 688 R 27 317 000 R 21 962 334 R 0 R 392 970 R 1 014 710 R 299 925 R 2 579 000 R 71 125 461 R 4 500 000 R 377 149 R 3 800 000 R 37 447 R 0 R 117 821 R 2 670 003 R 3 376 507 Installation of overhead wire mesh over courtyards R 1 045 512 R 0.00 Installation of overhead wire mesh over courtyards R 2 076 069 R 151 845 Installation of standby generators Installation of standby generators R 300 000 R 100 000 R 0.00 R 0.00 Installation of standby generators R 1 000 000 R1 064 924 Maintenance of boilers, boiler house, reticulation and associated equipment for a period of 24 month including boiler operators to ensure compliance with OHSA.
Arrears payment made to DPWI for Capital projects implemented during 2021/2022 Arrears payment made to DPWI for Capital projects implemented during 2021/2022 Repair and refurbishment, Bizzah Makhathe: Fire Damage to the Mess Sandton: Leeuwkop Prison Farm: Remainder Contract: Repair and Maintenance Programme Vryheid: Prison: Replacement of Deep Freezer, Meat Bend Saw, Convection Oven R 100 000 R6 335 539 R 0 R 0 R 0 R 0 R 0 R 13 557 482 R 2 324 617 R 78 001 R 198 521 R 47 035 143 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Infrastructure projects in the public sector have difficulty to the Government Immovable Asset Management in achieving a balance between cost, quality and time.

The Act (Act 19 of 2007), commonly referred to as GIAMA, DPWI implementation of projects are based on a ‘reactive which was promulgated on 27 November 2007.

The management approach’ as opposed to the world- Department is in process to limit over reliance on the wide accepted ‘proactive approach’.
This dispensation DPWI, and therefore the diversification strategy to assign prevails despite the fact that infrastructure delivery projects to other implementing agents contributed to an responsibilities are dictated by national and provincial enhance expenditure during the current financial year in development strategies, and furthermore should adhere comparison with previous years.
Table 2.42: Capital investments maintenance and asset management plan Infrastructure projects Final Appropriation 2022/23 Actual Expenditure (Over)/Under Expenditure Final Appropriation 2021/22 Actual Expenditure (Over)/Under Expenditure New and replacement assets Existing infrastructure assets Rehabilitation, renovations and refurbishments Maintenance and repairs Total (R’000) (R’000) (R’000) (R’000) (R’000) (R’000) - - - - 22,363 (22,363) 494,662 370,850 123,812 496,101 355,139 140,962 360,202 268,571 91,631 375,497 236,543 138,954 134,460 102,279 32,181 120,604 118,596 2,008 494,662 370,850 123,812 496,101 377,502 118,599 Delays in the implementation of construction projects, time the immovable assets have been taken up into the such as at the Parys construction project and the asset register and handed over to operations, until the delay in implementing the construction project at disposal of an immovable asset considering the strategic Lichtenburg, contributed to under expenditure on the and decision-making work that take place during the capital allocation.
The DPWI is currently unable to provide asset strategy determination, asset portfolio planning and an updated immovable asset register, which impacts physical implementation processes.

Based on inability negatively on project allocation, implementation and of the DPWI to provide an updated asset register, the expenditure.
Immovable asset management operations Department will commence with an audit on immovable and maintenance consist of all operational work from the assets and land pascals during the 2023/24 financial year.

144 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Part C GOVERNANCE 145 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 3.1 INTRODUCTION the Minister, SCOPA, NCOP, relevant Government Clusters, National Treasury and AGSA to make informed Governance processes in the Department is guided assessments of the impact of the Department’s activities by the Constitution of the Republic of South Africa, and its ability to create and sustain value, are fairly PFMA of 1999, especially as relates to Sections 38 to 44, presented.
The tight fiscal environment within the the King IV Report on Corporate Governance, National Government and the shortage of skills has resulted in Treasury Guidelines and other Public Sector instruments the Department having to drive corporate governance pertaining to governance.

The need for ethical leadership initiatives with inadequate capacity.

to drive sustainable development and build a trusted reputation for the Department, has therefore brought those charged with governance to the forefront.
In order to achieve its mandate, the Department requires strong leadership intertwined with corporate governance.

The Department recognises the basic values and principles governing public administration.

In terms of Section 195 of the Constitution of the Republic of South Africa, Public Administration must be governed by the high standard of professional ethics; efficient, economic and effective use of resources; accountability and responsibility; impartiality, fairness and equity; and transparency.
Good corporate governance principles provide a vehicle through which the Department’s resources are optimised to create sustainable value.

These principles provide assurance to the Executive Authority and Accounting Officer that the operations of the Department abide by good governance.
The Department is committed to ensuring that all processes required to achieve the strategic objectives and outcomes are appropriately followed in terms of planning, implementation, monitoring and reporting enhance performance and value creation; ensuring optimal decision-making that reflects ethical consciousness and is informed by adequate policies, reliable information and risk governance; implementing risk management, combating fraud and corruption and overseeing the Regions, promoting the equitable treatment of all relevant stakeholders and contributing to the development and wellbeing of wider society and instilling a good corporate governance and ethical culture as an integral part of the Department’s day to day activities.
In governing ethically, the Accounting Officer has committed legally acting with due care, skill and diligence, and perform his fiduciary duty in good faith in the best interest of the Department.
The Accounting Officer has ensured that reports such as the annual and integrated reports, which allow relevant stakeholders including 146 3.2 RISK MANAGEMENT The Department has an approved Risk Management Policy and Strategy and has also started a process of reviewing all the risk governance documents for relevance in the financial year under review.

The Accounting Officer has ensured that a risk assessment is conducted regularly to identify other emerging risks.
Both the strategic and operational risks assessments were conducted; strategic risk are events, whether internal or external, that impact the Department’s ability to reach their objectives and goals while operational risks are related to systems, products, and processes.

They affect the day-to-day inner workings of the Department and for that reason, they are explored from the coalface.
The Centre based operational risk assessment was conducted in ten Management Areas of the Department to give effect to the approved Risk Management Directive 1 of 2021, where the Centre base risk assessment approach is emphasised.
The Risk Management Committee (RMC) of the Department is fully constituted to assist the Accounting Officer to discharge his responsibilities for risk management and advise the Department on the overall system of risk management, especially the mitigation of unacceptable levels of risk.

The RMC is chaired by an independent external person, appointed by the Accounting Officer.
The Audit Committee of the Department is fully constituted and provides oversight responsibilities of the Department’s control, governance and the effectiveness of the risk management processes.

The Audit Committee advises the Department on risk management and independently monitors the effectiveness of the system of risk management.
The risk management is part of the responsibilities of management and an integral part of the overall management processes and there are improvements in the Department overall performance.

The Department’s DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 risk maturity and the risk culture are gradually improving; Code Enforcement by the Departmental Investigating a risk management maturity self-assessment was Unit.
The Code Enforcement Unit finalised 73 disciplinary conducted using the National Treasury Financial hearings out of 73 officials charged with a success rate Management Capability Maturity Model for the year of guilty on 100%.

The sanctions imposed against the 73 under review.

The risk management processes have been officials are: 28 officials were dismissed; 17 officials were cascaded to the Management Areas and Correctional suspended without salary as alternative to dismissal; final Centre’s.
3.3 FRAUD AND CORRUPTION Fraud and corruption within Government are serious issues that can have significant negative impacts on society, the economy and public trust.
There is a need to unify anti-corruption efforts across sectors to address corruption and to demonstrate the commitment of government, business and civil society to achieve the vision of the National Development Plan 2030 of a corruption-free South Africa, and a society in which key values, such as integrity, transparency and accountability, guide the actions and behaviour of its citizens.
The National Anti-Corruption Strategy is premised on the principle that there should be more emphasis on the prevention of corruption through good governance, transparency, integrity management and accountability in society, and early detection of potential corrupt practices to supplement the reactive measures executed by law enforcement agencies and other anti-corruption bodies in society.
The whole-of-society and integrated approach to the fight against corruption will help mitigate the risk of costly commissions of inquiry, forensic investigations and other legal processes.

written warning was handed to 9 officials whereas 16 written warnings were issued and 3 received corrective counseling.

The Department conducted 30 workshops on ethics, fraud prevention and anti-corruption and was attended by 721 officials.
3.4 MINIMISING CONFLICT OF INTEREST Professionalising public administration is one of the key imperatives for building state capacity.

Globally, the public grapples with issues of professionalism and professionalisation of state employees and its operations.

South Africa is no exception.

Various initiatives are undertaken to assert the public sector as the agency of democracy and the developmental state.
Public Service employees are required in terms of Section 195 of the Constitution of the Republic of South Africa, 1996 to exercise the highest ethical standards and adhere to the code of conduct as they are entrusted with the duty and responsibility of serving a broad society.

The directive on Other Remunerative Work Outside the Employees Employment, section 30 of the Public Service Act,1994.

requires an employee to seek approval before engaging in any remunerative work outside the Department.
The The Department enacts laws and regulations that define Public Administration Management Act, 2014, Part (2) and prohibit fraudulent activities and corrupt practises.
It (a) as contemplated in Public Sector Resourcing (PSR), further promotes transparency, disclosing public financial 2016, Regulation 13(c) stipulates that no employee of the information, budget, and contracts robust audit processes state shall conduct business or become a member of a and mechanisms for oversight and accountability are company that is conducting any kind of business with the essential to prevent and detect fraud and corruption.

State.
State.

Whistle-blower protection and independent oversight mechanisms are also important tools in the fight against such misconduct.

The Departmental Investigating Unit is responsible for investigating alleged misconduct within the Department.

Government is entrusted with taxpayers’ money to deliver services and ensure that funds are used specifically for the purposes they are voted for and within the given prescripts.
This principle must be promoted and upheld to avoid the risk of public funds being diverted away from The Department has taken disciplinary steps against government priorities, thus compromising the positive officials due to wasteful, irregular and fruitless expenditure impact on the lives of citizens.

Paragraph 6.1 of the Guide based on the outcomes of investigations conducted.
on Managing Gifts in the Public Service states that an During the year under review, 53 cases were referred to employee shall not receive or accept any gift from any 147 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 person in the course and scope of his/her employment of April each year.
The directive issued by the Minister (other from a family member) to the cumulative value of of Public Service and Administration state that all other R350.00 per year, unless prior approval is granted by the designated categories of employees must disclose their relevant executive authority.
Public Service Regulations, 2016, Chapter 2 Regulations 18 (1) and (2) Financial disclosures of members of the Senior Management Service states that Members of the Senior Management Service (SMS) are required to disclose their financial interests via the e-disclosure system by 30 financial interest by 31 July bi-annually.

The success of the Public Service depends on its capabilities to maintain a sound administration, deliver services to citizens, and design and implement development programmes.
These capabilities, in turn, depend on the skills, performance, integrity, and motivation of the Public Service personnel corps.

For the financial year 2022/2023 the total financial disclosure status for SMS members is as follows: Table 3.1: SMS Financial Disclosures TOTAL NUMBERS OF SMS Registered SMS members who submitted disclosure by due date Registered SMS members who submitted disclosures after due date Registered SMS members who did not disclose 149 148 0 1 3.5 CODE OF CONDUCT in the workplace.
The Department has approximately 39 000 officials with 98 active grievances, which translates Building a capable and professional Public Service can only to 19.4%.

The Department has worked consistently to be realised through a form of public leadership in which address grievances effectively at the point of origin.

public officials and public servants become stewards of the Constitution’s rights, values and principles.
This level of public value orientation and leadership must embody the collective with the obligation of senior administrators 3.6 HEALTH, SAFETY AND ENVIRONMENTAL ISSUES to shift their thinking toward the mobilisation and Maintaining healthful, safe, and productive work empowerment of others to create a governance system environments for workers in correctional settings is based on the fundamental values and principles of the a matter of consequence to the officials themselves, Constitution.
In terms of the collective agreement (Public the correctional facilities they serve, the inmates with Service Co-ordinating Bargaining Council Resolution whom they share space, and inevitably, to the wider 2 of 1999) all the employees in the public service have community.
A safe work environment, derived from both the responsibility to comply with the prescribed Code occupational and environmental factors, reduces the of Conduct as these forms the main basis on which pro- direct and indirect costs of injuries and illness.

It controls active, corrective and even disciplinary action rests.
The health care expenditures, reduces disability and turnover, employer must do everything possible to ensure that improves recruitment, employee satisfaction, and the contents of the Code of Conduct are known to all reputation.

The Department recognises all correctional employees.
Compliance with the Code of Conduct can officials as essential workers, indispensable, vital to the be expected to enhance professionalism and help to success of the Department and communities they serve ensure confidence in the Public Service.

During the period under review 884 officials were trained on Code of Conduct nationally and 1 012 Learners were inducted on Code of Conduct as part of their entry level training.
During Women’s month, youth month and the month of people living with disability, young women were targeted for training and awareness on harassment and deserving of safe and healthful working conditions.

The Occupational Health and Safety Act No.

85 of 1993, requires that the employer provides and maintains a working environment that is safe and without risk to the health and safety of its employees.
The employer is therefore required to conduct a Hazard Identification and Risk Assessment, Occupational Exposure Assessments 148 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 and conduct Medical Surveillance of employees who are remedial actions which were produced and forwarded affected by the hazards at the workplace.

The Department to the Area Commissioners who are the OHS Act Section conducted six Occupational Health and Safety Act 16.2 appointees for implementation.
The common (Section 8) Compliance Monitoring with recommended findings observed during the inspections are: Table 3.2: OHS Findings and recommendations COMMON OHS FINDINGS Non-availability of Emergency Evacuation Plans and Procedures.

PROPOSED RECOMMENDATIONS • Emergency Evacuation Plans to be drafted and approved in consultation with the Local Authority.

Emergency Evacuation drills are not conducted Work stations not ergonomically friendly due to shortage of work space and old and damaged furniture.
Old and dilapidated building structures observed.

• Emergency evacuation drills need to be conducted to ensure employees are familiar with the emergency evacuation procedures.

• Make provision for the replacement of old and damaged carpets • Order ergonomically sound furniture, in order to minimize muscular skeleton challenges • Dispose old documents and unused furniture • Maintenance plan to be available so as to address defects and day to day maintenance challenges.
• Sealing of cracks and overall maintenance of building is recommended.

• Structural integrity of the buildings needs to be tested.

• A certificate of occupation for the building needs to available.

Firefighting equipment serviced but cylinders not pressure tested.

• Firefighting equipment to be pressure tested • Fire blankets to be provided for extinguishing of oil fire and Kitchens do not have fire blankets in place in order to extinguish oil fires.
Poor housekeeping identified in work areas such as the kitchens, workshops, warehouses and stores.

Improper separation, storage and disposal of waste.

First Aid personnel, Health and Safety Representatives not appointed and trained.

Machinery and plant operators not trained to operate machines such as meat cutters, tractors etc.

Incorrect usage of personal protective equipment.

electrical fires.

• General good housekeeping to be maintained.


• Stacking of items should not be above shoulder high • Walkway and work areas to be free of obstructions.

• Waste must be separated (wet and dry) • All waste areas should be properly demarcated, • All waste bins must have proper closing lids to prevent cross contamination • First Aid personnel, Health and Safety Representatives to be appointed in writing and to be trained.
• Qualified blockman and machine operators should be available for the operation and supervision of all machinery.

• Safe operation procedures should be available for all machinery and equipment and must be affixed next to the machine.

• Proper personal protective clothing and equipment to be purchased and provided to officials and offenders working in high risk areas (workshops, agriculture, food preparatory areas, dog units, health care facilities, etc.)
Some kitchens do not possess the certificate of acceptability issued by the local municipality Poor ventilation observed due to unopenable or unavailability of windows in occupied work spaces • All kitchens to possess and display certificate of acceptability issued by the local municipality • Ensure good ventilation and availability of openable windows in all work areas 149 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 COMMON OHS FINDINGS Poor illumination detected due to defective lights and improper disposal of fluorescent lights practised.

Buildings, inclusive of ablution facilities not conducive for persons living with disabilities.

PROPOSED RECOMMENDATIONS • Ensure good illumination in all work areas • Ensure proper disposal of florescent lights • Ramps should be erected to ensure people with disability will have access to the facilities.
• Sufficient designated parking to be allocated.

• Emergency evacuation chairs need to be procured and installed in the building Community corrections offices are in a poor condition and not conducive for occupation.

• Community corrections offices to be attended to urgently, in order to make the work area human habitable Lease agreements are not available on site and not appropriately managed.
• End users to have a copy of the lease contract on site for reference on the responsibility of the landlord and for effective management of the timeframes.
3.7 PORTFOLIO COMMITTEES FOR 2022/23 Table 3.3: Summary of Portfolio Committee meetings DATE OF MEETING 28 April 2022 04 May 2022 20 May 2022 01 June 2022 03 June 2022 FOCUS AREA Portfolio Committee oversight visits to Limpopo, Mpumalanga & Northwest (Kutama Sinthumule CC, Thohoyandou CC and Tzaneen CC), Eastern Cape (St Albans & Mdantsane CC) and FS/NC (Mangaung CC) DCS briefing to PC on 2022/23 APP and Budget NCCS presentation to the Portfolio Committee on delayed offender profiles DCS briefing to Select Committee on 2022/23 APP and Budget JICS draft Bill and Correctional Service Act Amendment Bill Date to be still confirmed 02 September 2022 13 October 2022 NCCS presentation to the Portfolio Committee on delayed offender profiles NCCS presentation to the Portfolio Committee on delayed offender profiles DCS 2022/23 Quarter 1 DCS Performance Report 2022/23 DCS Annual Report 28 October 2022 14-18 November 2022 01-02 February 2023 08 February 17 February 2023 Friday, 10 March 2023 29-30 March 2023 2022/23 Quarter 2 DCS Performance Report Progress report on the implementation of the IIMS Project Taking Parliament to the People: Ugu District Portfolio Committee follow-up visit scheduled for Limpopo Province (Thohoyandou CC, Kutama Sinthumule and Polokwane CC/Tzaneen Meeting with Minister and Heads of Institutions on their capacitation • SIU (Payments by departments/Debt collection) • Information Regulator (listing and delegation of functions in terms of the PFMA and Benefits and Conditions of service) Briefing by DCS on the roll out and implementation of the e-corrections system Briefing by the Minister of Justice and Correctional Services on progress in the implementation of recommendations emanating from the Commission of Inquiry into allegations of State Capture with regard to the Department of Correctional Services.
Oversight visit to North West Rooigrond Correctional Centre and Potchefstroom Correctional Centre Matters raised by the Portfolio Committee during 2022/23 and interventions identified by the Department to address the matters raised.

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22 | ANNUAL REPORT 2022/2023 Table 3.4: Matters raised by Portfolio Committee and addressed by the Department Matters raised by the Portfolio Committee The List of DCS Projects that are registered with DPWI for implementation co-signed by the two departments indicating project timelines (date registered), cost and expected implementation date; & DCS project list for projects under R100 000. delays on the implementation on infrastructure Projects above R100 000 by the DPWI There were 143 223 inmates in correctional facilities across the country and of those, 47 144 were remand detainees.
A concern was raised that DCS is not putting enough efforts in implementing available legislation to release Remand Detainees (RDs) with bail amounts especially those with bail of less than R1000.

The DCS was requested to submit evidence on application of bail protocol.

Recommendations emanating from Commission of Inquiry into Allegations of State Capture with regard to DCS.
DCS to provide an update on the implementation of the Commission of Inquiry into Allegations of State Capture Lack of consequence management especially for those officials who had incurred irregular expenditure.

This was because investigations into some cases were not conducted.

DCS to provide feedback on why some of the investigations were not conducted and what steps are being taken against those who were found to have contributed to cases of irregular expenditure.
Target for IIMS roll-out was not achieved in 2021/22 financial year.

The Department ascribed this to the delay in the procurement process for the acquisition of the modernization process which resulted in the slow roll- out and implementation of additional modules on IIMS.

The Committee will continue to monitor the implementation of IIMS on a quarterly basis.
DCS interventions The list of projects that are registered with DPWI for implementation was submitted to the Committee through Ministry The Department provided updates on the Management of Remand Detainees as well as assistance provided.
Evidence on the bail review applications and bail review referrals to court: April, June and September 2022 were provided An update was provided to Parliament Progress on investigations of irregular, fruitless and wasteful expenditure and consequence management aspects submitted to Parliament was provided as at November 2022 Progress report on the implementation of the IIMS Project was presented to the Portfolio Committee in October 2022.
3.8 COMMITTEE ON PUBLIC ACCOUNTS (SCOPA) RESOLUTIONS FOR 2022/23 Table 3.5: SCOPA resolutions Resolution no.
Subject None None Details None Response by the Department None Resolved (yes/no) None 3.9 PRIOR MODIFICATIONS TO AUDIT REPORTS The Department received an unqualified audit opinion The AGSA issued a material irregular finding as a result with findings mainly on the Supply Chain Management of interest charged on a court order not settled within and Information Technology general controls in the 30 days.

The Department responded thereon by 2021/22 financial year.
The Department, through audit immediately investigating the matter and enhancing the actions improvement plans, put controls in place to internal controls through the review of the Legal Services address issues raised with particular emphasis on procedure manual to prevent future re-occurrence of preventative controls relating to both the supply chain findings.

management and Information Technology aspects.

151 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 The table below indicates progress made on some of the areas that resulted into audit qualification: Table 3.6: Audit qualifications Nature of qualification and matters of non-compliance Material Irregularity (non- compliance matter) Financial year in which it first arose 2021/22 Progress made in clearing/resolving the matter Recommendations of AGSA implemented through investigation, strengthening of the internal controls and referral for legal opinion 3.10 INTERNAL CONTROL UNIT accomplish its objectives by bringing a systematic, disciplined approach in order to evaluate and improve The Department held a workshop to develop audit action the effectiveness of risk-management, control and plans on 05 October 2022 at the George Management governance processes.
The tasks of the IAA include Area in the Western Cape.

Subsequent thereto assessing and making appropriate recommendations to commitments made were followed up on weekly basis to improving the risk-management, control and governance track and monitor progress relating to the implementation process to promote appropriate ethics and values of the audit action plans.
The progress, including matters within the Department; ensure effective organisational- relating to material irregularity findings as issued by the performance management and accountability; and AGSA in the 2021/22 financial year Audit Report, were effectively communicate risk and control information to followed up and consistently monitored.

Through the appropriate areas of the Department.


implementation of the audit action plan, the Department was able to achieve a 100% implementation rate on the audit findings issued.

The independence of the work of the IAA is enshrined in the Public Finance Management Act, Treasury Regulations and its Internal Audit Charter as approved by the Audit Additionally, the Internal Control and Compliance Unit Committee.
The IAA performs its work in accordance conducted work sessions across the Department with with the Public Finance Management Act, Treasury Regions to improve the quality, completeness, accuracy Regulations, Internal Audit Charter, the International and compliance on the investigations to irregular, fruitless Standards for the Professional Practice of Internal and wasteful expenditure and to further ensure that there Auditing, and the Code of Ethics of the Institute of Internal is portfolio of evidence on the investigations conducted Auditors.
To ensure its independence the IAA reports and and centralisation of information on investigations to is accountable functionally to the Audit Committee and improve record management and facilitate audit process.

reports administratively to the Accounting Officer.
The Notwithstanding the above, the Internal Control and Compliance Unit is consistently coordinating the Audit Steering Committee meetings between the Department and the AGSA to address audit challenges, obtaining updates on the audit progress and facilitate submission of audit information and requests.

3.11 INTERNAL AUDIT AND AUDIT COMMITTEES 3.11.1 INTERNAL AUDIT IAA reports significant issues arising from its audits and potential improvements to the audited processes as set out in its Annual Audit Plan.
This reporting includes significant risk exposures, control issues, corporate governance issues and other matters.

During the period under review, the IAA completed nine (9) out of twelve (12) audit engagements planned for 2022/23 financial year, which translates to 75% were and three (3), i.e.

25% were not started due to operational reasons.


The audit plan included 12 audit engagements (consisting of risk-based audits, IT audits, financial audits, mandatory audits, follow-ups and reviews), for which The mission of the Internal Audit Activity (IAA) in the 88 reports were issued.

A breakdown of the types of Department is to enhance and protect organisational engagements completed is contained in the figure value by providing risk-based and objective assurance, below: advice and insight.
The IAA helps the Department 152 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Figure 20: Completed audit engagements 0% 13% 1% 20% 20% 46% Follow Up IT Audits Reviews Risk Based Financial Audit 3.11.2 AUDIT COMMITTEES The Audit Committee is established as an oversight body, providing independent oversight over governance, risk management and control processes in the Department, which include oversight and assists the Department in fulfilling its obligations in terms Public Finance Management Act, Treasury Regulations and other statutory instruments.
It does this by ensuring the independence of the IAA, monitoring the quality of internal audit work, ensuring that internal and external audit recommendations are properly considered by the Department, and ensuring that these recommendations receive appropriate follow-up.

In the overall, the Audit Committee helps improve the Department’s effectiveness and efficiency in achieving its goals.
The Audit Committee’s membership was as follows during 2022/23 financial year: Table 3.7: Members of the Audit Committee Name Qualifications Ms J Masite Ms A Badimo Ms K Mahlangu B.Com ED, Advanced Certificate in Fraud Examination, Chartered Internal Auditor (CMIIA) Qualification in Internal Auditing Leadership(QIAL), Certified Internal Auditor (CIA,) Certified Fraud Examiner(CFE), MBA, M.Sc., B.Sc.

Hons (CS), B.Sc.
Hons (CS), B.Sc.

(CS), CISM, CGEIT, CISA, CRISC, PMP, COBIT 5, Cert IT Auditing, Certified Blockchain Expert, ITIL Foundation.

B.Proc, LLB, MAP, Certificate in Fraud Examination, Certificate in Legislation Drafting.

CA (SA), ACMA, CGMA.

Mr N Mhlongo CA (SA) Adv JC Weapond LLB, M Tech (Forensic Investigation, B-com hons, Information Technology Internal or external member External Date appointed Date Resigned 01/04/2019 N/A No.
of Meetings attended 6 External 01/04/2019 N/A External 01/04/2019 N/A External 01/04/2019 External 01/04/2019 N/A N/A 6 6 6 6 153 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 3.12 AUDIT COMMITTEE REPORT The Audit Committee (“The Committee”) hereby presents Public Finance Management Act, 1999 (Act No.

1 of its report for the financial year ended 31 March 2023 1999) and Treasury Regulations 3.1.13.
The Committee Audit Committee responsibility The Committee reports that it has complied with its responsibilities arising from Section 38(1) (a) (ii) of the also reports that it has adopted appropriate formal terms of reference as its Audit Committee Charter.

We have regulated our affairs in compliance with this Charter and have discharged all responsibilities as contained therein.
Audit Committee members and attendance During the period under review, the Committee members were as follows: Names Qualifications Ms SJ Masite Ms AMM Badimo Adv C Weapond Mr AN Mhlongo Ms K Mahlangu B.Com ED, Advanced Certificate in Fraud Examination, Chartered Internal Auditor( CMIIA) Qualification in Internal Auditing Leadership(QIAL), Certified Internal Auditor (CIA,) Certified Fraud Examiner(CFE), Certified Internal Control Professional (CICP) MBA, M.Sc., B.Sc.

Hons (CS), B.Sc.
Hons (CS), B.Sc.

(CS), CISM, CGEIT, CISA, CRISC, PMP, COBIT 5, Cert IT Auditing, Certified Blockchain Expert, ITIL Foundation, Certified ISO 22301 Auditor, Certified ISO 27001 Auditor.

LLB, M Tech (Forensic Investigation, B-Com Hons, Information Technology, B.

Tech in Policing, Postgraduate Diploma in Digital Forensics Master’s in Business Systems CA (SA), ACMA, CGMA.

B.Proc, LLB, MAP, Certificate in Fraud Examination, Certificate in Legislation Drafting.
Meetings held 6 Meetings attended 6 Date appointed 1 April 2019 6 6 6 6 6 6 5 6 1 April 2019 1 April 2019 1 April 2019 1 April 2019 The effectiveness of internal control systems Effectiveness of the overall system of risk Based on the results of the formal documented review management of the design, implementation and effectiveness of the The Committee provided oversight on risk management Department’s system of internal controls conducted on a quarterly basis and has made recommendations by the Internal Audit and the Auditor-General South for the improvement of risk management processes.
Africa (AGSA) during the financial year ended 31 March There is a noticeable improvement on risk management 2023, and in addition, considering information and processes in the organization, however, the Department explanations given by Management plus discussions needs to ensure that the culture of risk management is held with the AGSA on the results of their audit, the embedded in the daily activities of the Department to Committee concluded that no material internal control ensure effective enterprise wide risk management.
The breaches came to the Committee’s attention.

The Committee will continue to monitor progress regarding Committee will continue to monitor the implementation the implementation of risk management processes.

of the recommendations emanating from the internal audits.

154 Furthermore, the Committee reviewed the Department’s policies on risk management and strategy (including IT Governance) and monitored the implementation of risk DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 management policy and strategy and concluded that Combined assurance there is a room for improvement in so far as Department’s risk management maturity level in capacitation of the risk management unit and funding of the risk management activities.
The Committee reviewed the plans and reports of the external and internal auditors and other assurance providers including Management and recommended the Combined Assurance Framework for approval by the Annual, In-Year Management and Monthly/Quarterly Accounting Officer.
Reports The Committee reports that, during the year under review, it was presented with regular quarterly management reports to enable it to: Compliance with the relevant laws and regulations Various in year reports were considered by the Committee provided by Management, internal assurance providers and the independent auditors regarding compliance • Monitor the integrity, accuracy and reliability of the with legal and regulatory requirements and concluded performance of the Department that the department has improved in complying with • Review the disclosure in the financial reports of the the enabling laws and regulations.
Furthermore, the Department and the context in which statements on Committee noted improved compliance with policies the financial health of the Department are made and and standard operating procedures, especially in the area • Review all material information presented together with management accounts.
Based on the quarterly review of annual, in-year monitoring systems and reports, the Committee is satisfied with the quality, accuracy, usefulness, reliability, appropriateness, and adequacy of the Department in- year reporting systems.

Internal Audit The Internal Audit function is responsible for reviewing and providing independent assurance on the adequacy of quality of annual financial statement and reported performance information.
Furthermore, the Management has developed the Compliance Register for properly monitoring the process.

IT Governance and controls There was improvement noted in terms of IT Governance, however there were deficiencies reported in IT security controls and Management needs to implement additional controls to address the deficiencies.
The following ICT matters remain a concern: and effectiveness of the internal control environment • Capacity challenges within the Information across all the significant areas of the Department and its Technology Branch; operations.
• Budgetary constraints to implement the Master The Committee is responsible for ensuring that the Internal Information Systems Security Plans (MISSTP) and Audit function is independent and has the necessary technology roadmap; resources, skills, standing and authority within the • The Integrated Inmate Management System (IIMS) Department to enable it to discharge its responsibilities rollout remains a challenge; effectively.

The Internal Auditors have unrestricted access to the Committee.
The Committee reviews and approves the Internal Audit Plan annually.

The Internal Audit unit is responsible for the delivery of an annual audit opinion.

The annual opinion concludes on the overall adequacy and effectiveness of the Department’s governance, risk management and control.

The system of internal control within the Department and the control environment has improved as seen from the various reports issued by Internal Audit unit and the AGSA.
• Delays of IT projects which are at various stages of implementation.

Review of the Annual Financial Statements The Committee reviewed the Annual Financial Statements (AFS) prepared by the Department before submission to the AGSA.

Subsequently, the Committee considered the audited Annual Financial Statements, to be included in the Annual Report; discussed with the AGSA and National Commissioner and was satisfied that the accounting policies used are appropriate.
155 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Review of Annual Report Appreciation Following the review by the Committee of the draft The Committee appreciates the effort of the Department annual performance report for the year ended 31 March to achieve most of its planned set targets.
The Committee 2023 and after the audit, the Committee is of the view also values the dedication of the Management team and that, Draft Annual Report can be submitted to the AGSA staff of the Department.

The Committee appreciates for audit subject to all inputs from the Committee, the assistance and cooperation of Management in Internal Audit unit, Department of Planning, Monitoring discharging its responsibility.

AGSA continuous assurance and Evaluation and National Treasury being factored in.
and support is appreciated.

Final Auditor General’s Report Auditor-General South Conclusion Africa’s (AGSA) Report The Committee acknowledges the support of Honorable The Committee, in consultation with the Accounting Minister, Deputy Minister, AGSA, National Commissioner, Officer, agreed to the terms of the AGSA’s engagement Management and staff of the Department.
The political letter, audit strategy and audit fees in respect of the and administrative leadership contributed immensely 2022/23 financial year.

Furthermore, the Committee monitored the implementation of the action plans to address matters arising from the Management Report issued by the AGSA for the 2021/22 financial year.

The Committee has also had committee meetings with the AGSA.

The Committee has reviewed the AGSA’s Audit and Management Reports and concurs therewith.
The Committee notes the emphasis of matter paragraphs as disclosed in the report.

towards maintaining and retaining an Unqualified Audit opinion with findings (with reduced audit findings.)
Sedie Jane Masite, CFE, CMIIA, CIA, QIAL, CICP The Committee concurs and accepts the conclusion of Chairperson of the Audit Committee the AGSA regarding the Annual Financial Statements and Department of Correctional Services 31 July 2023 Annual Performance Report, and is of the opinion that the Audited Annual Financial Statements and Annual Performance Report be accepted and read together with the report of the AGSA.
The Committee strongly recommends continuous interactions between the Committee and the Management team to discuss and agree on the way forward on the implementation of AGSA action plan for an improved internal control environment, risk management and governance processes within the Department, thereby addressing the Clean Administration environment of the Department.

156 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 3.13 B-BBEE COMPLIANCE PERFORMANCE INFORMATION (CFO) The following table has been completed in accordance with the compliance to the BBBEE requirements of the BBBEE Act of 2013 and as determined by the Department of Trade and Industry.
Table 3.8: Compliance to the BBBEE requirements of the BBBEE Act of 2013 Application of the relevant Code of Good Practice (B-BBEE Certificate Levels 1 – 8) with regards to the following: Criteria Discussion Response Determining qualification criteria for the issuing of licences, concessions, or other authorisations in respect of economic activity in terms of any law Developing and implementing a preferential procurement policy Yes / No No Yes Determining qualification criteria for the sale of state-owned enterprises Developing criteria for entering partnerships with the private sector Determining criteria for the awarding of incentives, grants and investment schemes in support of Broad Based Black Economic Empowerment.
No No No The Department does not issue any licenses or other authorisations in respect of economic activity in terms of any law.

The Department has a Supply Chain Management Policy in place which is aligned to the Preferential.

Procurement Policy Framework Act, 2000 (Act No 5 of 2000), and whereby the Department uses procurement spend as a lever to promote empowerment of designated groups (Black people, Youth, Women and People with disabilities).
These are Exempt Micro Enterprises (EME’s) and Qualifying Small Enterprise (QSE’s), furthermore Department also adopted the revised National Treasury Preferential regulations.

Not Applicable Not applicable.

The process of entering partnerships with the private sector is done through the Government Technical Advisory Centre (GTAC) at National Treasury Not applicable 157 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 158 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Part D HUMAN RESOURCE MANGAGEMENT 159 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 4.1 INTRODUCTION 4.1.1 The status of Human Resources (HR) in The budget constraints experienced by the Department the Department The Department requires skilled, trained, capacitated, dedicated, disciplined and motivated officials to rehabilitate and reintegrate offenders into different communities.
The officials within the Department are driving force in ensuring that the policy mandates are implemented in an effective and efficient way as required.

This makes human capital the most valuable asset in the Department hence it is imperative that the Department manages its human resources accordingly, to ensure the effective, economic and equitable distribution to ultimately be able to deliver on the core mandate.
As a labour-intensive organisation, the Department places emphasis on capacity building programmes for officials at all levels.

The role of human resource planning is therefore critical in ensuring that the Department has the required number of officials with the requisite skills, knowledge and attitudes to perform the work in highly intensified manner.
Human Resources is responsible for effective human resource management to ensure that adequate and sufficient skilled resources are in place and that performance is monitored to ensure that the mandate of the Department is prioritised and realised.

The vacancy rate in the Department increased from 7.4% in the 2021/22 financial year to 10.1% in the 2022/23 financial year.
The increase of 2.7% is due to the implementation of COVID-19 procedures which delayed the filling of vacancies and learnership programme during the 2020/21 financial year.

The backlog in the filling of vacancies was further increased as a result of the moratorium that was implemented during the 2021/22 financial year.

During the year under review, the high national attrition rate of 1 640 also adversely affected the vacancy rate.
As on 31 March 2023, out of 216 funded SMS posts, a total of 144 SMS posts were filled translating to 66.7%.

The posts that have been filled by the Department included the post of the National Commissioner, one post on level 16, 11 posts of SMSs on level 15, 20 level 14 posts and 111 posts for SMS on level 13.

During 2022/23 financial year, a total of 505 grievances were lodged of which 407 were resolved while 98 grievances were not resolved.
In addition, a total of 378 people were suspended by the Department during the financial year under review.

160 have also affected the human resource development initiatives.

Despite these financial constraints, the Department continues to place emphasis on training and development of employees, finding ways to work with the limited resources available through the use of training centres in the Management Areas and localised training resources.
The Department focused on ensuring that officials continue to access quality training needed to perform effectively in their functions, despite the resource limitations.

The Department recognises that optimisation of the existing human resource capacity is dependent on investment in training since the desired expansion of the post establishment is not possible.

4.1.2 Human Resource priorities for the 2022/23 financial year Youth’s unemployment has continued to increase unabated in South Africa.
It has however become glaring that the Government alone cannot sustain the provision of job opportunities that is needed for sustainable economic growth.

Amongst other HR priorities, the Department had prioritised the filling of posts thus reducing the vacancy rate through the employment of youth, a performance area where the Department has significantly progressed.

During 2022/23 financial year, 461 (38)% young people were employed for the financial year.
More youth appointments on periodical, contract and permanent posts were made based on applications received.

The Department in partnership with the Government Employee Pension Fund (GEPF) and Government Employee Pension Administration (GPAA) had rolled out sessions in all Regions to market the GEPF – pension benefits to members.

The purpose of the sessions was to capacitate officials regarding the conditions of service and to ensure that the members of GEPF effective plan for their retirement.
The Department further engaged on a project to decentralise service terminations and pension claim processes from the Head Office to three Regions during the year under review with a view to improve on the turnaround times on finalising and submitting pension claims to the Government Employee Pension Fund (GEPF) for payment and finalisation.

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22 | ANNUAL REPORT 2022/2023 Human Resource priorities included delivery on the management procedures, and setting recruitment human resource development value chain functions to strategies.

With effective workforce planning, the ensure effective human resource capacity at all levels of Department will be capacitated with the necessary talent, the department and throughout the employee life cycle.
knowledge, and experience to produce positive business The priorities therefore focused on the implementation results.

Workforce Planning requires development of of developmental programmes for unemployed youth an appropriate and cost-effective strategy for retaining, (the Corrections Services Learnership, the internship recruiting, and training the workforce including assessing programme and bursary programme), on-boarding employee performance.
In order to continue measuring of officials entering the Department through the the staffing needs, the Department conducts regular induction programmes, functional and management and through workforce planning assessment and ensure training and activities towards the professionalisation that contingents workforce options are used to create of the Department.
Limited capacity in the correctional a trained workforce that will ensure that needs of the facilities has increased the incidence of security incidents, Department are responded to timeously.

necessitating a greater emphasis on security training.

In addressing the capacity challenge the Department conducted basic training for Emergency Support Teams (EST).
For the past three financial years ESTs have continued to assist in dealing with various situations in correctional facilities including riots, violent attacks, high risk tactical guarding and escorting, use of force etc.

In support of the implementation of the SFSSS, focused efforts were directed to the creation of capacity for this purpose.
The departmental Medium-Term Expenditure Framework (MTEF) Human Resources Plan 2021/22 – 2024/25 was approved by the National Commissioner in November 2022 and submitted to the Department of Public Service and Administration (DPSA) as legislated.

The Department produces an annual Human Resource Planning Implementation Report for submission to DPSA on or before 31st May 2023 that provides progress on the Human Resource Plan.
The Department remains committed on the attraction and recruitment of employees possessing A total of 33 052 officials were trained in line with the critical skills within the labour market as cited on the workplace skills plan.

However, despite these intensive approved Human Resource Plan.
The attraction of training initiatives that were undertaken, training is not personnel with valuable skills and competencies has always a panacea to all the human resource challenges been indicated as one of the Department’s priorities, in an organisation.

This is particularly evident in the case therefore there is a need for adequate budget allocation of the Department where severe capacity constraints are to realise this strategy.

experienced in terms of the numbers of staff required.
Staff shortages put officials under severe pressure, compromising their mental health and morale.

Impact assessment of some of the training programmes has identified that one of the limiting factors affecting the success of training, is the need to move trained officials from the areas in which they are trained to shore up capacity elsewhere.
4.1.3 Workforce planning and key strategies to attract and recruit skilled and capable workforce 4.1.4 Employee performance management Employee Performance Management involves planning, reviewing, evaluating, recognising and rewarding of performance.

Performance management within the Department is a structured process that is conducted within an approved framework in adherence to legislative requirements such as the Public Service Act, 1994 (Act No.
103 of 1994 as amended) as well as Part V of the Public Service Regulations 2016 (as amended).

The requirement of Chapter 4 of the SMS Handbook as well as the approved Performance Management Development (PMDS) Policy Workforce planning still remains a cornerstone for are also taken into consideration.

the Department to achieve its strategic objectives.
Workforce Planning is the process of analysing existing employees and planning for future staffing requirements through talent gap assessment, developing employee The employee performance agreement is the cornerstone of performance management at the individual level.

All officials must enter into and sign performance agreements before the end of the first quarter of the 161 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 new cycle.


Departmental and component operational 4.1.5 Integrated Employee Wellness plans informs the development of the individual official’s performance agreement.

The performance agreement format applies to all levels in the department and the contents must reflect the Department’s strategic and annual operational plan, component business plans and the official’s job description, job role and actual activities and responsibilities.
While the performance agreement is the cornerstone of performance management at the individual level, the workplan contains the essence of the performance agreement.

The criteria upon which the performance of an employee is assessed, consist of Key Result Areas (KRAs) and the Generic Assessment Factors (GAFs) which are contained in the performance agreement.

Each official is assessed against both areas.


The KRAs covering the main areas of work will account for 80% of the final assessment, while the GAFs make up the other 20% of the assessment score.

Performance appraisals are conducted on an annual basis and can be regarded as a larger process of linking individual performance management and development to departmental performance.
The performance assessment tool that is used links to the Key Performance Areas (KPA’s) and indicators as set out in performance agreements and work plans of officials.

Mid-term reviews are conducted and annual performance moderation committees convene annually to moderate the performance of all qualifying officials and make recommendations for performance incentive.
In order to ensure that all officials’ performance is monitored on an ongoing basis, the Department has a formal Performance Management and Development System (PMDS) and Policy in place.

During the year under review the Department achieved 78.6% compliance on the signing of the performance agreements by the SMS members.

The Department further ensured that performance was effectively monitored through conducting performance assessments for all eligible employees, including SMS members.
Pre-moderation and moderation processes were concluded and incentives implemented before 31 March 2022 (Pay Progression and/or Performance Bonuses).

The Department remained within the 1.5% Wage Bill allocation for the awarding of performance incentives.

162 Programme The Employee Health and Wellness Strategic Framework was developed and launched in 2008 following the research and benchmarking of international and local best practices.
The Framework takes cognisance of the reality that HIV and AIDS, STI and TB, chronic diseases and occupational injuries and diseases, environmental and quality management as some of the main challenges facing South African employees today.

It seeks to represent an integrated, needs-driven, participative, and holistic approach to Employee Health and Wellness in the Public Service.
The integrated approach to employee health and wellness recognises the importance of individual health, wellness and safety and its linkages to organisational wellness and productivity.

The ultimate goal is to provide a common strategic direction and platform for operational policies by providing guidelines through principles and practices for the health and wellness of public servants, their families and citizens.
The Department rolled out 12 Integrated Employee Health and Wellness sessions within the Regions to promote health awareness and assessments; more than 36 wellness articles were published through internal communications and a further 14 National Championships were held.

Sports Codes Annual General Meetings took place together with National Executive Committee meetings of sport codes.

The National Sports Council meeting took place in the KZN Region at Karridene Resort in 2022.
A National weight loss challenge was organised by Gymnasiums and Biokinetic Centres and was concluded on the 31 March 2023.

The purpose of this annual challenge is to develop a workforce that is healthy, active and fit.

A weight loss challenge manual, developed by the departmental Biokineticist, containing healthy eating, lifestyle and fitness information was distributed to all participating officials and to all regions.
In addition to this challenge, physical wellness articles were distributed continuously to all officials.

The aim is to educate and inform officials on various physical health topics to improve their own quality of life that will also lead towards achieving the notion of an “ideal correctional official” and productivity.

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22 | ANNUAL REPORT 2022/2023 4.1.6 HR achievements The Official Accommodation Policy was approved and implemented effective from 01 October 2022.

The intention of this policy is to ensure compliance with the legislative framework which regulates the management and administration of official and rental accommodation.
It also seeks to set the qualifying criteria for official and rental accommodation and to ensure that they are applied in a fair and equitable manner and managed effectively.

Officials are eligible to receive the housing allowance to assist them with their costs for accommodation.
Officials are saving in the Government Employee Housing Scheme (GEHS) Individual Linked Saving Facility and the savings shall only be accessed for the purposes of acquiring home-ownership or building a house on land owned by employees.

The accumulated savings shall be held in an interest-bearing facility until such time that the employee is ready to access the funds.
The Department in partnership with the Government Employee Pension Fund (GEPF) and Government Employee Pension Administration (GPAA) had rolled out session in all regions marketing the GEPF – pension benefits to members.

The Department has advertised and is in the process of enrolling Correctional Services learnership.

This initiative will contribute positively in feeding the entry level position and filling vacancies as well as reducing growing unemployment rate in the country.
successfully registered the Correctional Service Manager Qualification through the South African Qualifications Authority.

Furthermore, a qualification on Security Manager in Corrections has been registered with Quality Council for Trades and Occupations and this qualification is in the process of development.

These qualifications will assist in professionalising Corrections and to offer accredited training qualifications to the officials in order to perform effectively and efficiently.
As part of its efforts to empower youth for employment through its developmental programmes (learnerships, internships and bursaries), the Department enrolled 1 012 learners in the Corrections Services Learnership and 649 student interns in its student internship programme.

There are currently 473 bursary holders in the system (287 bursary holders were already in the system and continued to be funded).
The Department has further ensured that 162 new bursaries were allocated to commence in the 2023 academic year including 24 bursaries allocated for officials studying through Recognition of Prior Learning.

Professionalisation remains a key focus area of the Department and one of the vehicles which are essential to this is the reconfiguration of the existing training institutions to an academy format.
To this end, the Department held a roundtable on the establishment of a Corrections Learning Academy which assisted in garnering inputs towards the form that the academy could take to ensure the development of the ideal correctional official is espoused in the White Paper on The Department trained a total of 33 052 in line with Corrections in South Africa (2005).

the workplace skills plan against the annual training target of 17 550.

Some officials were trained in more than one training programme.
A large percentage of the training was directed at correctional officials based in the correctional centres.

In gearing the Department towards self-sufficiency, 88 officials were trained in various Artisan trades including 13 Bricklayer, 18 Electrical, 32 Carpenter and 25 Plumber.

In addressing challenges of diversity, the Department empowered officials to deal with diversity issues.

During the financial year under review the Department trained 5 269 officials on LGBTQI+ Awareness.
Approval of the departmental Medium-Term Expenditure Framework Human Resources Plan for the period 2021/22 - 24/25 was finalised and submitted to Department of Public Service and Administration (DPSA) as legislated.

The National Commissioner approved the 2021/22 Annual Human Resource Planning Implementation report and submitted same to the DPSA.
Consultations on the review of the organisational structure was conducted and concluded with the internal and external stakeholders for submission to the DPSA for concurrence for the implementation thereof.

In implementing its phased development of Correctional 4.1.7 HR challenges Services-related occupational qualifications, the Department in partnership with Safety and Security Sector Education and Training Authority developed and Modernisation of human resources processes remains a challenge.
The Department is still largely dependent on 163 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 manually driven processes which are labour intensive 4.1.8 Future HR plans/goals and inefficient.

This makes it difficult to leverage on developments in the human resources afforded by the Fourth Industrial Revolution however, there is some work being done internally to explore the modernisation of certain services in a phased approach.
The continuous budget cuts on Compensation of Employees has resulted in core business positions being prioritised over posts in support functions in as far as the filling of vacancies is concerned.

This has had a negative impact on delivery on some of the objectives of the Human Resources Strategy.
Human resources expertise is central to the performance of a human resource-driven organisation, however, the Department must prioritise the available Compensation of Employees budget with some posts either abolished or frozen.

Staff shortages have a negative impact on the health and morale of officials, increasing risks to their health and safety.
The continued reduction of the Compensation of Employee’s budget in the previous financial years has restricted the rate at which the Department intended to fill the critical posts resulting in delayed process of filling these posts.

The Department was unable to immediately make provision for the required posts for the implementation of the Self Sufficiency and Sustainability Model, District Development Model, capacitation of the upgraded correctional centres.
Challenges with the review and implementation of the new shift pattern system as a result of a stalemate amongst the stakeholders.

Modernisation of human resources processes in phased approach and enrolment of correctional services learnership will be prioritised in the 2023/24 financial year.

The enrolment will contribute towards filling of entry level positions and also increase youth employment in the Department.
The Department will continue the pursuit of the Human Resources Strategy which includes the implementation of a functional organisational structure that is aligned with the Service Delivery Model of the Department; development and implementation of a talent management strategy; creation of an ideal correctional environment through the maintenance of sound labour relations and the implementation of integrated employee health and wellness programmes; the professionalisation of corrections; the establishment of an academy and the modernisation of human resources work practices while empowering human resources practitioners at all levels to deliver on the strategy.
The Department is committed to the implementation of the organisational structure with a view to enhance the provision of services across all the budget programmes.

In supporting the SFSSS initiatives, the Department to ensure there is adequate capacity to drive the self-sufficiency and sustainability.
The Department is committed to develop and implement the measures which would improve on the provisioning of capacity in core and professionals while ensuring the smooth implementation of the correctional system.

164 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 4.2 HUMAN RESOURCES OVERSIGHT STATISTICS 4.2.1 Personnel related expenditure The following tables summarises the final audited personnel related expenditure by programme and by salary bands.

In particular.
In particular.

it provides an indication of the following: • Amount spent on personnel.

• Amounts spent on salaries.

overtime.

homeowner’s allowances and medical aid.
Table 4.2.1.1 Personnel expenditure by programme for the period 1 April 2022 to 31 March 2023 Programme Total expenditure Personnel expenditure Training expenditure Professional and special services expenditure Personnel expenditure as a percentage of total expenditure (R’000) (R’000) (R’000) (R’000) Administration 4 846 274 3 070 056 Incarceration Rehabilitation Care Social Reintegration Total NB: The training expenditure for all programmes is budgeted for under the Programme 1: Administration Average personnel cost per employee (R’000) 490 428 374 545 442 442 Table 4.2.1.2 Personnel costs by salary band for the period 1 April 2022 to 31 March 2023 Salary bands Personnel expenditure Percentage of total personnel cost Number of employees Lower skilled (Levels 1-2) Skilled (Levels 3-5) Highly skilled production (Levels 6-8) Highly skilled supervision (Levels 9-12) Senior management (Levels 13-16) Contract (Levels 3-5) Contract (Levels 6-8) Contract (Levels 9-12) Contract (Levels 13-16) Periodical Remuneration TOTAL (R’000) NB: All data in these tables is built from extractions from the PERSAL system only 1 20 925 9 112 7 952 144 1 218 5 120 6 1 789 41 274 Average personnel cost per employee (R’000) 202 354 520 709 1 403 50 383 542 1 063 67 442 165 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 4.2.1.3 Salaries, Overtime, Home Owners’ Allowances and Medical Aid by programme for the period 1 April 2022 to 31 March 2023 Programme Salaries Overtime Home Owners Allowances Medical aid Amount (R’000) Salaries as a % of personnel costs Amount (R’000) Overtime as a % of personnel costs Amount (R’000) HOA as a % of personnel costs Amount (R’000) Medical aid as a % of personnel costs 7.0 8.2 6.7 6.1 7.7 7.7 Administration Incarceration Rehabilitation Care Social Reintegration TOTAL Table 4.2.1.4 Salaries, Overtime, Home Owners Allowances and Medical Aid by salary band for the period 1 April 2022 to 31 March 2023 Salary band Salaries Overtime Home owners Allowances Medical aid Amount (R’000) Salaries as a % of personnel costs Amount (R’000) Overtime as a % of personnel costs Amount (R’000) HOA as a % of personnel costs Amount (R’000) Medical aid as a % of personnel costs Lower skilled (Levels 1-2) Skilled (Levels 3-5) Highly skilled production (Levels 6-8) Highly skilled supervision (Levels 9-12) Senior management (Levels 13-16) Contract (Levels 3-5) Contract (Levels 6-8) Contract (Levels 9-12) Contract (Levels 13-16) Periodical Remuneration TOTAL 166 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 4.2.2 Employment and Vacancies The following tables summarise the number of posts on the establishment, the number of employees, the vacancy rate, and whether there are any staff that are additional to the establishment.

This information is presented in terms of three key variables: • programme • • salary band critical occupations.
Table 4.2.2.1 Employment and vacancies by programme as on 31 March 2023 Programme Administration Incarceration Rehabilitation Care Social Reintegration Total Number of posts on approved establishment 6 857 27 810 3 467 2 055 2 244 42 433 Number of posts filled Vacancy rate 5 789 25 650 2 982 1 773 1 941 38 135 15.6 7.8 14.0 13.7 13.5 10.1 Table 4.2.2.2 Employment and vacancies by salary band as on 31 March 2023 Salary band Lower skilled (levels 1-2) Skilled (levels 3-5) Highly skilled production (levels 6-8) Highly skilled supervision (levels 9-12) Senior management (levels 13-16) Contract-(Level below 1) Contract (Levels 1-2) Contract (levels 3-5) Contract (levels 6-8) Contract (levels 9-12) Contract (levels 13-16) Total Number of posts on approved establishment 1 23 546 9 736 8 934 216 0 0 0 0 0 0 42 433 Number of posts filled Vacancy rate 1 20 925 9 112 7 953 144 0 0 0 0 0 0 38 135 0.0 11.1 6.4 11.0 33.3 0.0 0.0 0.0 0.0 0.0 0.0 10.1 Table 4.2.2.3 Employment and vacancies by critical occupations as on 31 March 2023 Number of employees additional to the establishment 198 1 010 31 89 22 1 350 Number of employees additional to the establishment 0 0 0 0 0 748 2 470 5 119 6 1 350 Critical occupation Custodian and security personnel Educationists Medical practitioners Pharmacists Professional nurses Psychologists and vocational counsellors Social work and related professionals Total Number of posts on approved establishment 35 958 640 18 53 1 050 98 649 Number of posts filled 32 881 553 13 50 865 77 576 38 466 35 015 Vacancy rate Number of employees 8.6 13.6 27.8 5.7 17.6 21.4 11.2 9.0 additional to the establishment 1 008 22 5 24 0 77 0 1 136 167 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 4.2.3 Filling of SMS posts The tables in this section provide information on employment and vacancies as it relates to members of the Senior Management Service (SMS) by salary level.

It also provides information on advertising and filling of SMS posts, reasons for not complying with prescribed timeframes and disciplinary steps taken.
Table 4.2.3.1 SMS post information as on 31 March 2023 SMS level Director-General/ Head of Department Salary level 16 Salary level 15 Salary level 14 Salary level 13 Total Total number of funded SMS posts 1 1 15 37 162 216 Total number of SMS posts filled 1 1 11 20 111 144 Percentage of SMS posts filled 100.0 Total number of SMS posts vacant 0 Percentage of SMS posts vacant 0.0 100.0 73.3 54.1 68.5 66.7 0 4 17 51 72 0.0 26.7 45.9 31.5 33.3 Table 4.2.3.2 SMS post information as on 30 September 2022 SMS level Director-General/ Head of Department Salary level 16 Salary level 15 Salary level 14 Salary level 13 Total Total number of funded SMS posts 1 Total number of SMS posts filled 0 Percentage of SMS posts filled 0 Total number of SMS posts vacant 1 1 15 37 162 216 1 11 22 116 150 100.0 73.3 59.5 71.6 69.4 0 4 15 46 66 Percentage of SMS posts vacant 100.0 0.0 26.7 40.5 28.4 30.6 Table 4.2.3.3 Advertising and filling of SMS posts for the period 01 April 2022 to 31 March 2023 SMS level Director-General/Head of Department Salary level 16 Salary level 15 Salary level 14 Salary level 13 Total Advertising Number of vacancies per level advertised in 6 months of becoming vacant 0 2 4 15 21 Filling of posts Number of vacancies per level filled in 6 months of becoming vacant 0 0 0 0 0 Number of vacancies per level not filled in 6 months but filled in 12 months 0 1 0 0 1 Table 4.2.3.4 Reasons for not having complied with the filling of funded vacant SMS positions -advertised within 6 months and filled within 12 months after becoming vacant for the period 01 April 2022 to 31 March 2023 Reasons for vacancies not advertised within six months Plans to realign the organisational structure delayed the advertising of posts.
All advertisements had to be endorsed by the Chairperson of the Compensation Committee and only posts that were deemed critical were advertised due to budgetary constraints.

168 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Reasons for vacancies not filled within twelve months Plans to realign the organisational structure delayed the advertising of posts.
All advertisements had to be endorsed by the Chairperson of the Compensation Committee and only posts that were deemed critical were advertised due to budgetary constraints.

Table 4.2.3.5 Disciplinary steps taken for not complying with the prescribed timeframes for filling SMS posts within 12 months for the period 01 April 2022 to 31 March 2023 Reasons for vacancies not advertised within six months Certain posts could not be advertised and filled due to alignment of the structure.
Reasons for vacancies not filled within six months Posts were re-advertised as no suitable candidates could be found.

Unavailability of panel members due to competing urgent priorities.

Budgetary constraints.

4.2.4 Job Evaluation The following table summarises the number of jobs that were evaluated during the year under review.

The table also provides statistics on the number of posts that were upgraded or downgraded.
Table 4.2.4.1 Job Evaluation by Salary band for the period 01 April 2022 to 31 March 2023 Salary band Number of posts on approved establishment Number of jobs evaluated Lower skilled (levels 1-2) Skilled (levels 3-5) Highly skilled production (levels 6-8) Highly skilled supervision (levels 9-12) Senior Management Service Band A Senior Management Service Band B Senior Management Service Band C Senior Management Service Band D Total 1 23 546 9 736 8 934 162 37 15 2 42 433 0 0 0 0 0 0 0 0 0 Percentage of posts evaluated by salary bands 0 0 0 0 0 0 0 0 0 Posts upgraded Number Percentage Posts downgraded Number Percentage of posts evaluated of posts evaluate 169 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 The following table provides a summary of the number of employees whose positions were upgraded due to their post being upgraded.

The number of employees might differ from the number of posts upgraded since not all employees are automatically absorbed into the new posts and some of the posts upgraded could also be vacant.
Table 4.2.4.2 Profile of employees whose positions were upgraded due to their posts being upgraded for the period 01 April 2022 to 31 March 2023 Gender Female Male Total African 0 0 0 Asian 0 0 0 Coloured 0 0 0 White 0 0 0 Total 0 0 0 The following table summarises the number of cases where remuneration bands exceeded the grade determined by job evaluation.

Reasons for the deviation are provided in each case.
Table 4.2.4.3 Employees with salary levels higher than those determined by job evaluation by occupation for the period 01 April 2022 to 31 March 2023 Number of employees 0 Occupation Job evaluation level Remuneration level N/A Total number of employees whose salaries exceeded the level determined by job evaluation Percentage of total employed 0 0 Reason for deviation 0 0 0 The following table summarises the beneficiaries of the above in terms of race, gender and disability: Table 4.2.4.4 Profile of employees who have salary levels higher than those determined by job evaluation for the period 01 April 2022 to 31 March 2023 Gender Female Male Total Employees with disability African 0 0 0 0 4.2.5 Employment changes Asian 0 0 0 0 Coloured 0 0 0 0 White 0 0 0 0 Total 0 0 0 0 The following tables provide a summary of turnover rates by salary band and by critical occupations.
Turnover rates provide an indication of trends in the employment profile of the Department.
Table 4.2.5.1 Annual turnover rates by salary band for the period 01 April 2022 to 31 March 2023 Salary band Lower Skilled (Levels 1-2) Skilled (Levels 3-5) Highly Skilled Production (Levels 6-8) Highly Skilled Supervision (Levels 9-12) Senior Management Service Band A Senior Management Service Band B Senior Management Service Band C Number of employees at beginning of period (01 April 2022) 1 21 342 9 405 8 412 Appointments and transfers into the Department 0 70 93 71 Terminations and transfers out of the Department 0 448 361 648 116 21 11 1 0 1 8 2 1 Turnover rate 0.0 2.1 3.8 7.7 6.9 9.5 9.1 170 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Salary band Senior Management Service Band D Contracts (Levels 1-2) Contract (Levels 3-5) Contract (Levels 6-8) Contract (Levels 9-12) Contract (Level 13-16) Total Number of employees at beginning of period (01 April 2022) 1 2 80 3 95 6 39 495 Appointments and transfers into the Department 0 810 463 1 117 2 1 629 Terminations and transfers out of the Department 0 2 72 2 95 1 1 640 Turnover rate 0.0 100 90.0 66.7 100.0 16.7 4.2 *NB Appointments.
transfers and termination totals are inclusive of horizontal transfers in and out of the Department.
Table 4.2.5.2 Annual turnover rates by critical occupation for the period 01 April 2022 to 31 March 2023 Critical occupation Custodian and security personnel Educationists Medical practitioners Pharmacists Professional nurse Psychologists and vocational counsellors Social work and related professionals Total Number of employees at beginning of period (01 April 2022) 32 881 553 13 50 865 77 Appointments and transfers into the Department 1 034 18 5 78 40 37 Terminations and transfers out of the Department 1 077 18 2 65 68 41 576 35 015 46 1 258 83 1 354 Turnover rate 3.3 3.3 15.4 130.0 7.9 53.2 14.4 3.9 The table below identifies the major reasons why staff left the Department.
Table 4.2.5.3 Reasons why staff left the department for the period 01 April 2022 to 31 March 2023 Termination Type Death Resignation Expiry of contract Transfers (includes transfers to other Buro) Discharged due to ill health Dismissal-misconduct Retirement TOTAL Number 182 400 217 91 64 123 563 1 640 Percentage of total resignations 11.1 24.4 13.2 5.5 3.9 7.5 34.3 100.0 171 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 4.2.5.4 Promotions by critical occupation for the period 01 April 2022 to 31 March 2023 Occupation Employees as at 01 April 2022 Promotions to another salary level Custodian and security personnel Educationists Medical practitioners Pharmacists Professional nurse Psychologists and vocational counsellors Social work and related professionals Total 32 881 553 13 50 865 77 576 83 6 0 3 13 1 9 35 015 115 Salary level promotions as a percentage of employees by occupation 0.3 Progressions to another notch within a salary level 18 444 Notch progression as a percentage of employees by occupation 54.2 1.1 0.0 6.0 1.5 1.3 1.6 0.3 471 3 10 248 38 268 19 482 84.4 37.5 19.6 27.7 46.9 46.5 53.8 Table 4.2.5.5 Promotions by salary band for the period 01 April 2022 to 31 March 2023 Salary band Employees as at 01 April 2022 Promotions to another salary level Lower skilled (levels 1-2) Skilled (levels3-5) Highly skilled production (levels 6-8) Highly skilled supervision (levels 9-12) Senior Management (levels 13 – 16) Contracts (levels 1-2) Contracts (levels 3-5) Contracts (levels 6-8) Contracts (levels 9-12) Contracts (levels 13-16) Total 1 21 342 9 405 8 412 149 2 80 3 95 6 0 0 80 139 3 0 0 0 0 0 39 495 222 Salary bands promotions as a percentage of employees by salary level 0.0 0.0 0.9 1.7 2.0 0.0 0.0 0.0 0.0 0.0 0.6 Progressions to another notch within a salary level 0 12 750 7 672 1 887 0 0 0 0 0 0 Notch progression as a percentage of employees by salary bands 0.0 59.7 81.6 22.4 0.0 0.0 0.0 0.0 0.0 0.0 22 309 56.5 172 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 4.2.6 Employment equity Table 4.2.6.1 Total number of employees (including employees with disabilities) in each of the following occupational categories as on 31 March 2023 Occupational category Male Female Total Legislators.
senior officials and managers Professionals Technicians and associate professionals Clerks Service and sales workers Craft and related trades workers Labourers and related workers Total Employees with disabilities African Coloured Indian White African Coloured Indian White Table 4.2.6.2 Total number of employees (including employees with disabilities) in each of the following occupational bands as on 31 March 2023 Occupational band Male Female African Coloured Indian White African Coloured Indian White 9 50 2 895 0 7 808 0 6 180 0 3 1 604 2 55 1 957 0 8 253 1 2 53 0 1 202 Total 12 132 7 952 Top Management Senior Management Professionally qualified and experienced specialists and mid-management Skilled technical and academically qualified workers.
junior management.

supervisors.

foreman and superintendents Semi-skilled and discretionary decision making Unskilled and defined decision making Contract (Top Management) Contract (Senior Management).

Contract (professionally qualified).

Contract (skilled technical) Contract (semi- skilled).
Contract (Unskilled) Total Employees with disabilities DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 4.2.6.3 Recruitment for the period 01 April 2022 to 31 March 2023 Occupational band Male Female Total African Coloured Indian White African Coloured Indian White Top Management Senior Management Professionally qualified and experienced specialists and mid-management Skilled technical and academically qualified workers.

junior management.

supervisors.


foreman and superintendents Semi-skilled and discretionary decision making Contract (Top Management) Contract (senior management) Contract (professionally qualified) Skilled technical and academically qualified workers.

junior management.

supervisors.
foreman and superintendents Contract (semi-skilled) Contract (unskilled) Total Employees with disabilities Table 4.2.6.4 Promotions for the period 01 April 2022 to 31 March 2023 Occupational band Male Female Total African Coloured Indian White African Coloured Indian White Top Management Senior Management Professionally qualified and experienced specialists and mid-management Skilled technical and academically qualified workers.
junior management.

supervisors.

foreman and superintendents Semi-skilled and discretionary decision making Unskilled and defined decision making Total Employees with disabilities DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 4.2.6.5 Terminations for the period 01 April 2022 to 31 March 2023 Occupational band Male Female African Coloured Indian White African Coloured Indian White Top Management Senior Management Professionally qualified and experienced specialists and mid-management Skilled technical and academically qualified workers.

junior management.

supervisors.
foreman and superintendents Semi-skilled and discretionary decision making Unskilled and defined decision making Contract (senior management) Contract (professionally qualified) Contract (semi-skilled) Total Employees with disabilities Table 4.2.6.6 Disciplinary action for the period 01 April 2022 to 31 March 2023 Disciplinary action Male Female African Coloured Indian White African Coloured Indian White Correctional counselling Verbal warning Written warning Final written warning Suspended without pay Fines Demotions Dismissal Not guilty Case withdrawn No outcome Total Total 1 10 648 448 2 1 97 72 1 640 16 Total 387 663 636 450 136 0 0 123 86 63 1 2 545 175 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 4.2.6.7 Skills development for the period 01 April 2022 to 31 March 2023 Occupational category Male Female African Coloured Indian White African Coloured Indian White Legislators.
Senior Officials & Managers Professionals Technicians & Associate Professionals Clerks Service & Sales Workers Craft & Related Trades Workers Total Employees with disabilities Signing of performance agreements by SMS members Total 1350 1852 574 4943 23 956 377 38 37 4 129 711 16 935 1 33 052 126 All members of the SMS must conclude and sign performance agreements within specific timeframes.
Information regarding the signing of performance agreements by SMS members.

The reasons for not complying within the prescribed timeframes and disciplinary steps taken is presented in the tables below.
Table 4.2.7.1 Signing of performance agreements by SMS members as on 31 May 2022 SMS level Total number of funded SMS posts Total number of SMS members Director-General/ Head of Department Salary level 16 Salary level 15 Salary level 14 Salary level 13 Total 1 1 15 37 162 216 NB: Number of SMS excludes additional posts 0 1 11 22 116 150 Total number of signed performance agreements 0 Signed performance agreements as percentage of total number of SMS members 0 0 6 17 96 119 0 54.5 77.3 82.8 79.3 Table 4.2.7.2 Reasons for not having concluded performance agreements for all SMS members as on 31 May 2022 Reasons Non – compliance due to late signing after the due date (excluding SMS members appointed after 31st May 2022 Non – compliance due to performance agreements not being signed till the end of the financial year (suspensions).
Table 4.2.7.3 Disciplinary steps taken against SMS members for not having concluded performance agreements as on 31 May 2022 Reasons Non- compliance to be dealt with in terms of section 16A of the Public Service Act (Act 103 of 1994) and non- compliant letters were issued to non-complying SMS members.

176 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 4.2.8 Performance rewards To encourage good performance, the Department has granted the following performance rewards during the year under review.

The information is presented in terms of race, gender, disability, salary bands and critical occupations.
Table 4.2.8.1 Performance rewards by race, gender and disability for the period 01 April 2022 to 31 March 2023 Race and gender African Male Female Indian Male Female Coloured Male Female White Male Female Employees with a disability TOTAL Number of beneficiaries Beneficiary profile Number of employees Percentage of total within group Cost Average cost per employee 7 873 8 176 7 100 6 400 6 750 5 000 8 000 8 000 0 9 429 9 667 8 000 7 500 7 917 Cost (R’000) 559 417 142 32 27 5 8 8 0 66 58 8 15 665 Performance rewards paid out in 2022/23 were for prior years Table 4.2.8.2 Performance rewards by salary band for personnel below Senior Management Service for the period 01 April 2022 to 31 March 2023 Salary band Number of beneficiaries Beneficiary profile Number of employees Lower skilled (levels 1-2) Skilled (levels 3-5) Highly skilled production (levels 6-8) Highly skilled supervision (levels 9-12) Contract (Level below 1) Contract (Levels 1-2) Contracts (levels 3-5) Contract (levels 6-8) Contract (levels 9-12) Total 0 9 38 37 0 0 0 0 0 1 20 925 9 112 7 953 748 2 470 5 119 84 39 335 Percentage of total within salary bands 0.0 0.0 0.4 0.5 0.0 0.0 0.0 0.0 0.0 0.2 Cost Total Cost (R’000) Average cost per employee Total cost as a percentage of the total personnel expenditure DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 4.2.8.3 Performance rewards by critical occupation for the period 01 April 2022 to 31 March 2023 Critical occupation Number of beneficiaries Beneficiary profile Number of employees Custodian and security personnel Educationists Medical practitioners Pharmacists Professional nurse Psychologists and vocational counsellors Social work and related professionals Total 69 0 0 0 1 0 1 71 32 881 553 13 50 865 77 576 35 015 Percentage of total within occupation 0.2 0.0 0.0 0.0 0.1 0.0 0.2 0.2 Cost Total cost (R’000) 521 0 0 0 6 0 9 536 Average cost per employee 7 551 0 0 0 6 000 0 9 000 7 549 Table 4.2.8.4 Performance related rewards (cash bonus), by salary band for SMS for the period 01 April 2022 to 31 March 2023 Salary band Band A Band B Band C Band D Contract Band A Contract Band B Contract Band C Contract Band D Total Beneficiary profile Cost Number of beneficiaries Number of employees 0 0 0 0 0 0 0 0 0 111 20 11 2 4 1 0 1 150 Percentage of total within salary bands 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Total cost (R’000) 0 0 0 0 0 0 0 0 0 Average cost per employee 0 0 0 0 0 0 0 0 0 Total cost as a percentage of the total personnel expenditure 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 4.2.9 Foreign workers The tables below summarise the employment of foreign nationals in the Department in terms of salary band and major occupation.
Table 4.2.9.1 Foreign workers by salary band for the period 01 April 2022 to 31 March 2023 Salary band 01 April 2022 31 March 2023 Change Number Skilled (Levels 3-5) Highly skilled production (Levels 6-8) Highly skilled supervision (Levels 9-12) Periodical Total 2 3 2 14 21 Percentage of total 9,5 14,3 9,5 66,7 100,0 Number 2 3 2 14 21 Percentage of total 9,5 14,3 9,5 66,7 100,0 Number 0 0 0 0 0 Percentage change 0.0 0.0 0.0 0.0 0.0 178 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 4.2.9.2 Foreign workers by major occupation for the period 01 April 2022 to 31 March 2023 Major occupation 01 April 2022 31 March 2023 Change Number 6 1 10 1 2 1 21 Percentage of total 28,6 4,8 47,6 4,8 9,5 4,8 100,0 Number 6 1 10 1 2 1 21 Percentage of total 28,6 4,8 47,6 4,8 9,5 4,8 100,0 Number 0 0 0 0 0 0 0 Percentage change 0,0 0,0 0,0 0,0 0,0 0,0 0,0 National security and custodian personnel Administrative office workers Professionals and managers Technicians and associated professionals Service workers Periodical TOTAL 4.2.10 Leave utilisation The Public Service Commission (PSC) identified the need for careful monitoring of sick leave within the public service.
The following tables provide an indication of the use of sick leave and disability leave.

In both cases, the estimated cost of the leave is also provided.
Table 4.2.10.1 Sick leave for the period 01 January 2022 to 31 December 2022 Salary band Total days Percentage days with medical certification Number of employees using sick leave Lower skills (levels 1-2) Skilled (levels 3-5) Highly skilled production (levels 6-8) Highly skilled supervision (levels 9 -12) Senior management (levels 13-16) Contract (levels 3-5) Contract (levels 6-8) Contract (levels 9-12) Contract (levels 13-16) Total Percentage of total employees using sick leave 0 54.4 23.8 20.8 0.3 0.3 0 0.3 0.0 100.0 Average days per employee Estimated cost (R’000) 17 13 12 12 8 5 5 7 10 12 10 280 170 183 143 207 671 4 355 472 25 1 684 48 677 578 179 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 4.2.10.2 Disability leave (temporary and permanent) for the period 01 January 2022 to 31 December 2022 Salary band Total days Percentage days with medical certification Number of employees using disability leave Lower skilled (levels 1-2) Skilled (levels 3-5) Highly skilled production (levels 6-8) Highly skilled supervision (levels 9-12) Senior management (levels 13-16) Contract-(Level below 1) Intern/ learnership Contract (Levels 1-2) Contract (levels 3-5) Contract (levels 6-8) Contract (levels 9-12) Contract (Levels >= 13) Total Percentage of total employees using disability leave 0.0 45.4 27.9 25.8 0.2 0.0 0.0 0.0 0.0 0.6 0 100.00 Average days per employee Estimated cost (R’000) 0 57 66 71 136 0 0 0 0 11 0 63 0 27 059 29 041 38 590 1 244 0 0 0 0 124 0 96058 Table 4.2.10.3 Annual leave for the period 01 January 2022 to 31 December 2022 Salary band Total days taken Lower skilled (levels 1-2) Skilled levels (levels 3-5) Highly skilled production (levels 6-8) Highly skilled supervision (levels 9-12) Senior management (levels 13-16) Contract (levels 3-5) Contract (levels 6-8) Contract (levels 9-12) Contract (levels 13-16) Total 42 553 387 272 990 245 605 3 687 3 165 65 1 758 68 1 080 767 Number of employees using annual leave 1 21 411 9 538 8 508 148 736 6 133 3 40 484 Average per employee (days) 42 26 29 29 25 4 11 13 23 27 Table 4.2.10.4 Capped leave for the period 01 January 2022 to 31 December 2022 Total days of capped leave taken 0 3 284 Number of employees using capped leave 0 2 72 Average number of days taken per employee 0 2 4 Average capped leave per employee as on 31 December 2022 0 10 15 1 128 66 1 481 133 2 209 8 33 7 33 39 25 Salary band Lower skilled (levels 1-2) Skilled (levels 3-5) Highly skilled production (levels 6-8) Highly skilled supervision (levels 9-12) Senior management (levels 13-16) Total 180 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 The following table summarises payments made to employees as a result of leave that was not taken.
Table 4.2.10.5 Leave pay-outs for the period 01 April 2022 to 31 March 2023 Reason Total amount (R’000) Number of employees Average per employee (R’000) Leave pay-out for 2022/23 due to non-utilisation of leave for the previous cycle Annual/Capped leave pay-out on termination of service for 2022/23 Current leave pay-out on termination of service for 2022/23 Total 1 468 70 630 7 450 79 548 25 818 406 1 249 59 86 18 64 NB: Annual and Capped leave pay-out on termination are combined 4.2.11 HIV/AIDS & health promotion programmes Table 4.2.11.1 Steps taken to reduce the risk of occupational exposure Units/categories of employees identified to be at high risk of contracting HIV & related diseases (if any) • Health care professionals • Food handlers • Officials working on sewerage purification plants • Officials working in hospitals • Dog handlers and trainers • Horse riders Key steps taken to reduce the risk Approval obtained and forwarded to Regions during the 2022/2023 financial year to vaccinate officials on Hepatitis A&B.
Tetanus and Rabies.

Table 4.2.11.2 Details of health promotion and HIV/AIDS programmes (tick the applicable boxes and provide the required information) Question 1.

Has the Department designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the Public Service Regulations.

2001?

If so.

provide her/ his name and position.

Yes No Details.

if yes X Mr. TO Mokhele: Acting Deputy Commissioner: Integrated Employee Health and Wellness 2.
Does the Department have a x dedicated unit or has it designated specific staff members to promote the health and well-being of your employees?

If so.

indicate the number of employees who are involved in this task and the annual budget that is available for this purpose.
The responsibility for the wellbeing of officials resorts under the Chief Directorate Integrated Employee Health and Wellness and includes the following: IEHW Chief Directorate • 1 X Acting DC • 1 X Administrative Secretary Budget (Good and Services) R96 000 Directorate: Employee Occupational Health and Safety • 1 X Director • 1 X DD • 2 X ASD’s • 6 X Regional Practitioners at ASD level (X1 vacant) Eastern Cape Region • Budget (Goods and Services): R 20 318 917 181 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Question Yes No Details.

if yes Employee Health and Wellness: • 1 x Director • 2x DD’s • 6 x Assistant Directors • 38 x EAP’s • 6 x EAP Regional Coordinators • 6 x Sport Regional Coordinators • 1 x National HIV/AIDS Coordinator at Assistant Directors Level.

Employee Wellness Directorate Budget: R6 018 00.00 Facilities Fund Directorate • 1 x Director.

• 2 X Assistant Directors.
• 1X Senior Correctional Officer / Senior Administrative Officer and • 4 Correctional Officers Budget : R7.743.000 The Employee Assistance Programme (EAP) within the Department is an on-site based programme which covers 4 fundamental areas rendered by 47 trained professionals: For the 2022/2023 financial year: • Therapeutic services emphasizing short-term counselling and effective referral system (number of employees seen – 1530 • Wellness Programmes conducted were 1521 and reached 44 367 employees and focused on absenteeism.
drug abuse.

mental health.

finance.

suicide.

work-related issues.

HIV/AIDS.

gender-based violence.

prostate and cervical cancer screening.

fatigue and medical health.

• Training programmes reached 9149 employees in 171 sessions.

and focused on EAP.

supervisory.

financial training.

other training: workplace bullying.

trauma debriefing.

breast cancer.

HIV/AIDS.

mental health and sexual harassment.


• Marketing and Information sharing of the programme reached 50 854 and the programmes was marketed to employees using the following marketing tools: pamphlets.

meetings.

presentations.

exhibits.

information.

noticeboards.

workshops and other tools.

3.

Has the Department introduced x an Employee Assistance or Health Promotion Programme for your employees?

If so.

indicate the key elements/services of this programme.
182 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Question 4.

Has the Department established (a) committee(s) as contemplated in Part VI E.5 (e) of Chapter 1 of the Public Service Regulations.

2001?

If so.

please provide the names of the members of the committee and the stakeholder(s) that they represent.

Yes No Details.

if yes X The National Commissioner granted approval for the establishment of wellness forums nationally during May 2022.
The concept of wellness forums/committees was formally launched during the Integrated Health and Wellness Summit which was held at St Albans in May 2022.

5.

Has the Department reviewed its X employment policies and practices to ensure that these do not unfairly discriminate against employees on the basis of their HIV status?

If so.

list the employment policies/practices so reviewed X 6.
Has the Department introduced measures to protect HIV-positive employees or those perceived to be HIV-positive from discrimination?

If so.

list the key elements of these measures.
The portfolios of the wellness committee members are as follows as approved: • Area Commissioner • Area Coordinator Corporate Services • Area Coordinator Finance and Supply Chain • HR (PILIR/IOD/ HRD) • Manager – Special Programmes • EAP (Area Coordinator) • Chaplain/ Manager Health Care / Psychologists • OHS (Area Coordinator) • HIV/AIDS Coordinator/ EAP/ Peer Coordinator • Communication (Area Coordinator) • Facilities Fund (Manager Clubs) • Area Sports Coordinator • Head of Centre/ CC Support Staff • Organised Labour Section 12(2)(c) of the Constitution.
the Employment Equity Act.

HIV/AIDS.

STI and TB Management Policy.

Reasonable Accommodation Policy remain the reference sources to safeguard the rights of employees living with HIV and to ensure their protection towards stigma and discrimination.

No employee is subjected to any medical examination during the recruitment and appointment process and participation to health screening is not mandatory.
The Department has strengthened its wellness policies by developing and granting approval for wellness procedures on: • Health and productivity • Management policy • Safety.

Health Environmental and Risk Management policy • Wellness Management Policy The onsite HIV Counselling and Testing services are conducted confidentially by quality assured service providers and the results are communicated directly to employees.
Employees who require therapy after being diagnosed HIV positive do so through individualised professional sessions with EAPs that are registered with the statutory body.

The names of employees living with HIV are never divulged to anyone unless with a written consent and for further referral services that are in the best interest of the employee in concern.

183 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Question 7.


Does the department encourage its employees to undergo Voluntary Counselling and Testing?

If so.

list the results that you have you achieved.

Yes No Details.

if yes X Wellness events are collaborated with internal and external stakeholders and employees are encouraged to participate on HCT/VCT.

A total of 21159 employees were reached during HIV/TB &STI awareness sessions which also promote voluntary participation on health screenings/medical examinations.
Articles on communicable and non-communicable infections are compiled and published on internal communication which keep employees abreast with new trends concerning health issues.

Despite the efforts in HIV awareness HCT uptake constitutes only 4 of the annual target.

16232 employees were reached during Gender Based violence and 233 during Sexual harassment which are some of the social and structural barriers to HIV.

Cancer screening reached a total of 3214 (938 cervical.
1230 prostate and 1046 breast).

The System monitoring tool which is submitted at DPSA on the 30 of June each year is a readiness assessment tool which the Department utilized to assess and monitor the impact of the implementation of the wellness program.

As per the DPSA directive.

the Department has adopted the DPSA HIV/AIDS monitoring tool which is used to report and monitor the HIV data elements on quarterly and annual basis.

8.
8.

Has the department developed X measures/indicators to monitor & evaluate the impact of its health promotion programme?

If so.

list these measures/indicators.

4.2.12 Labour relations Table 4.2.12.1 Collective agreements for the period 01 April 2022 to 31 March 2023 Subject matter Total number of collective agreements Date 0 The following table summarises the outcome of disciplinary hearings conducted within the department for the year under review.
Table 4.2.12.2 Misconduct and disciplinary hearings finalised for the period 01 April 2022 to 31 March 2023 Outcomes of disciplinary hearings Correctional counselling Verbal warning Written warning Final written warning Suspended without pay Fine Demotion Dismissal Not guilty Case withdrawn No outcome Total 184 Number 387 663 636 450 136 0 0 123 86 63 1 2545 Percentage of total 15.2 26.1 25.0 17.7 5.3 0.0 0.0 4.8 3.4 2.5 0.0 100.0 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Table 4.2.12.3 Types of misconduct addressed at disciplinary hearings for the period 01 April 2022 to 31 March 2023 Type of misconduct Number Percentage Fails to comply with.

or contravenes an Act.

regulation or legal obligation.

Mismanages the finances of the State.

Without permission possesses or wrongfully uses the property of the State.

another employees and/or a visitor.

Misuse/abuse of movable/immovable property of the State.
Damage to and or cause loss of state property.

Endangers the lives of self or others by disregarding safety rules or regulations.

Prejudice the administration.

discipline or efficiency of a department.

office or institution of the State.

Misuse of position in the DCS to promote or to prejudice the interest of any political party.

organization.

company or individual.

Theft.

bribery.

fraud.

corruption or any combination thereof.


Accepts any compensation in cash or otherwise from a member of the public.

another employee or an offender for performing her or his duties without written approval from the department.

Fails to carry out a lawful order or routine instruction without just or reasonable cause.

Absence or repeated absence from work without a valid reason or permission.

Commits an act of sexual harassment.

Discriminates on the basis of race.

gender.

disability.


sexuality or other grounds outlawed by the Constitution.

Poor or inadequate performance for reasons other than incapacity.

Dereliction of duties.

Allowing a disciplinary hearing to fall away (Refer to clause 7.3.2 of the Procedure).

Performing of work for compensation in a private capacity for another person or organization either during or outside working hours without written approval.

Breaching the conditions pertaining to authorized private work.

Sleeping on duty.
Sleeping on duty.

While on duty.

is under the influence of an intoxicating.

illegal.

unauthorized.

habit-forming and/or stupefying drug.

including alcohol.

Being in possession of alcohol in the workplace.

Being in possession of illegal.

unauthorized.

habit-forming and/or stupefying drug on departmental premises.

Permitting an offender to take alcohol or any prohibited drug or to have these substances in his/her possession.

While on duty.

conducts herself or himself in an improper.


disgraceful and unacceptable manner.

Contravention of the DCS Code of Conduct.

Assault.

attempt or threatens to assault.

another employee or person while on duty.

Incites other personnel to un-procedural and unlawful conduct.

Displays disrespect towards others in the workplace or demonstrates abusive or insolent behaviour.

Intimidation or victimization of fellow employees or other persons.
Prevents/force other employees from belonging/not belonging to any trade union or employee organization.

 of total DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Type of misconduct Number Percentage Operates any money lending scheme for employees for own benefit during working hours in the workplace.

Carries or keeps firearms or other dangerous weapons in the workplace without the written authorization of the employer.

Misuse of firearms and/or other dangerous weapons in the workplace.

Breaching of security measures.

Furnishing of false statements or evidence in the execution of his or her duties.
Falsification of records or any other documentation.

Participation in un-procedural.

unprotected and/or unlawful industrial action.

Commitment of a common law or statutory offence whilst on duty and/or on state premises.
Total 0 1 3 402 18 7 6 5 2741 Table 4.2.12.4 Grievances logged for the period 01 April 2022 to 31 March 2023 of total 0.0 0.0 0.1 14.7 0.7 0.3 0.2 0.2 100.0 Grievances Number of grievances resolved Number of grievances not resolved Total number of grievances lodged Number Percentage of total 80.6 19.4 100.0 407 98 505 Table 4.2.12.5 Disputes logged with councils for the period 01 April 2022 to 31 March 2023 Disputes Number of disputes upheld Number of disputes dismissed Pending disputes Total number of disputes lodged Table 4.2.12.6 Strike actions for the period 01 April 2022 to 31 March 2023 Total number of persons working days lost Total costs working days lost Amount recovered as a result of no work no pay (R’000) Table 4.2.12.7 Precautionary suspensions for the period 01 April 2022 to 31 March 2023 Number of people suspended Number of people whose suspension exceeded 30 days Average number of days suspended Cost of suspension (R’000) Number Percentage of total 10.5 21.3 68.3 100.0 30 61 196 287 0 0 0 378 194 64.9 R 20 147 123.45 186 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 4.2.13 Skills development This section highlights the efforts of the Department with regard to skills development.

Table 4.2.13.1 Training needs identified for the period 01 April 2022 to 31 March 2023 Occupational category Gender Number of employees as at 01 April 2022 Legislators.
senior officials and managers Professionals Technicians and associate professionals Clerks Service and sales workers Craft and related trades workers Labourers and Related Workers Total Female Male Female Male Female Male Female Male Female Male Female Male Female Male Training needs identified at start of the reporting period Learnerships Total Other forms of training Skills programmes and other short courses *This total number of employees is inclusive of the 186 additional appointments to the establishment as at the beginning of the period (01 April 2022) Table 4.2.13.2 Training provided for the period 01 April 2022 to 31 March 2023 Occupational category Gender Number of employees as at 01 April 2022 Legislators.
senior officials and managers Professionals Technicians and Associate Professionals Clerks Services and Sales workers Crafts and trade related workers Labourers and Related Workers TOTAL Female Male Female Male Female Male Female Male Female Male Female Male Female Male 74 81 1 488 727 1 466 945 1 739 1 897 10 286 20 272 81 435 0 4 39 495 Training provided within the reporting period Learnerships 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Skills programmes and other short courses 253 266 506 188 78 73 985 548 3 682 4 910 24 89 0 0 11 602 Other forms of training 443 388 849 309 209 214 1 959 1 451 6 879 8 485 55 209 0 0 21 450 Total 696 654 1 355 497 287 287 2 944 1 999 10 561 13 395 79 298 0 0 33 052 187 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 4.2.14 Injury on duty The following tables provide basic information on injury on duty.

Table 4.2.14.1 Injury on duty for the period 01 April 2022 to 31 March 2023 Nature of injury on duty Required basic medical attention only Temporary total disablement Permanent disablement Fatal Total 4.2.15 Utilisation of consultants Number 212 280 0 4 496 Percentage of total 43 56 0 1 100 The following tables relates information on the utilisation of consultants in the Department.
Table 4.2.15.1 Report on consultant appointments using appropriated funds for the period 01 April 2022 to 31 March 2023 Project title 8National Institute for Occupational Health conducted, occupational health risk assessment in Gauteng, Eastern Cape and Western Cape Regions Cancer screening Health Risk Manager: Pillar SAQA: Verification of qualifications Review, record, reconcile and update the irregular expenditure register for accuracy and completeness with the all incurred irregular expenditure transaction for the Department of Correctional Services Evaluate Life Skills Programs offered to Offenders, Probationers and Parolees by the Department of Correctional Services Review of Annual Financial Statements and Draft Annual Report for 2022/23 Total number of consultants that worked on project 1 Duration: (work days) 15 Contract value in rand R309 498.62 1 1 1 1 1 1 90 365 218 270 R928 798.00 R4 091 526.25 R124 675.00 R7 509 500.00 365 R 1 195 670.00 7 R144 900 Total number of projects 7 Total individual consultants 7 Total duration (work days) 1 600 Total contract value in rand R14 304 567.87 Table 4.2.15.2 Analysis of consultant appointments using appropriated funds, in terms of Historically Disadvantaged Individuals (HDIs) for the period 01 April 2022 to 31 March 2023 Project title Cancer screening Health Risk Manager: PILIR SAQA: Verification of qualifications Review, record, reconcile and update the irregular expenditure register for accuracy and completeness with the all incurred irregular expenditure transaction for the Department of Correctional Services Percentage ownership by HDI groups 42.6% 51% Percentage management by HDI groups 28.2% 13% Number of consultants from HDI groups that work on the project 10 30 100% 87.50% 10 8.
The National Institute for Occupational Health and SAQA are parastatals hence HDI status is not applicable.

188 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Project title Evaluate Life Skills Programs offered to Offenders, Probationers and Parolees by the Department of Correctional Services Review of Annual Financial Statements and Draft Annual Report for 2022/2023 Percentage ownership by HDI groups 100% Percentage management by HDI groups 100% Number of consultants from HDI groups that work on the project 24 100% 100% 3 Table 4.2.15.3 Report on consultant appointments using donor funds for the period 01 April 2022 to 31 March 2023 Project title Appointment of National Skills fund NSF Project Management Company for the Training of offenders in DCS 2018/2019/2021/2022 Total number of projects One (1) Total number of consultants that worked on project One (1) Duration (work days) Donor and contract value in rand 5 Years Department of High Education and Training (DHET) R58 348 713.48 Total individual consultants One (1) Total duration (work days) 5 Years Total contract value in rand R58 348 713.48 Table 4.2.15.4 Analysis of consultant appointments using donor funds, in terms of HDIs for the period 01 April Percentage ownership by HDI groups 100% Percentage management by HDI groups 100% Number of consultants from HDI groups that work on the project 1 2022 to 31 March 2023 Project title Appointment of National Skills fund NSF Project Management Company for the Training of offenders in DCS 2018/2019/2021/2022 4.2.16 Severance packages Table 4.2.16.1 Granting of employee-initiated severance packages for the period 01 April 2022 to 31 March 2023 Salary band Number of applications received Lower skilled (levels 1-2) Skilled (levels 3-5) Highly skilled production (levels 6-8) Highly skilled supervision (levels 9-12) Senior management (levels 13-16) Total 0 0 0 0 0 0 Number of applications referred to the MPSA 0 0 0 Number of applications supported by MPSA 0 0 0 0 0 0 0 0 0 Number of packages approved by the Department 0 0 0 0 0 0 189 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 190 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 Part E PFMA COMPLIANCE REPORT 191 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 5.1 IRREGULAR, FRUITLESS AND WASTEFUL, UNAUTHORISED EXPENDITURE AND MATERIAL LOSSES 5.1.1 Irregular expenditure a) Reconciliation of irregular expenditure Table 5.1.1.1 Reconciliation of irregular expenditure Description Opening balance Add: Irregular expenditure confirmed Less: Irregular expenditure condoned Less: Irregular expenditure not condoned and removed Less: Irregular expenditure recoverable Less: Irregular expenditure not recovered and written off Closing balance Table 5.1.1.2 Reconciling notes Description Irregular expenditure that was under assessment in 2021/22 Irregular expenditure that relates to 2021/22 and identified in 2022/23 Irregular expenditure for the current year Total 2022/2023 R’000 2021/2022 R’000 - 194,770 - - - - 194,770 - 954,832 (8,241) - - - 946,590 2022/2023 R’000 2021/2022 R’000 - - 194,770 194,770 - 62,329 892,503 954,832 b) Details of current and previous year irregular expenditure (under assessment, determination, and investigation) Table 5.1.1.3 Current and previous year irregular expenditure under assessment Description9 Irregular expenditure under assessment Irregular expenditure under determination Irregular expenditure under investigation Total 10 c) Details of current and previous year irregular expenditure condoned Table 5.1.1.4 Current and previous year expenditure condoned Description Irregular expenditure condoned Total 2022/2023 R’000 - - 5 486 353 5 486 353 2021/2022 R’000 - - 4 532 175 4 532 175 2022/2023 R’000 2021/2022 R’000 - - 8 241 8 241 9.
Group similar items 10.

Total unconfirmed irregular expenditure (assessment), losses (determination), and criminal conduct (investigation) 192 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2022/2023 R’000 2021/2022 R’000 d) Details of current and previous year irregular expenditure removed - (not condoned) Table 5.1.1.5 Current and previous year expenditure not condoned Description Irregular expenditure NOT condoned and removed Total e) Details of current and previous year irregular expenditure recovered Table 5.1.1.6 Current and previous year irregular expenditure recovered Description Irregular expenditure recovered Total 2022/2023 R’000 f) Details of current and previous year irregular expenditure written off (irrecoverable) Table 5.1.1.7 Current and previous year irregular expenditure written off Description Irregular expenditure written off Total 2022/2023 R’000 - - - - - - - - - - - - 2021/2022 R’000 2021/2022 R’000 Additional disclosure relating to Inter-Institutional Arrangements g) Details of non-compliance cases where an institution is involved in an inter-institutional arrangement (where such institution is not responsible for the non-compliance) Table 5.1.1.8 Non-compliance cases due to inter-institutional arrangements (not departmental) Description - - - - Total h) Details of non-compliance cases where an institution is involved in an inter-institutional arrangement (where such institution is responsible for the non-compliance) Table 5.1.1.9 Departmental non-compliance cases due to inter institutional arrangement Description - - - - Total 2022/2023 R’000 2021/2022 R’000 - - - - - - - - - - 193 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 i) Details of current and previous year disciplinary or criminal steps taken as a result of irregular expenditure Table 5.1.1.10 Current and previous year disciplinary or criminal steps taken for irregular expenditure Disciplinary steps taken The Department has taken disciplinary steps to employees that causes irregular expenditure and that process is based on the outcome of investigation and still underway and no criminal steps for the year under review.
5.1.2 Fruitless and wasteful expenditure a) Reconciliation of fruitless and wasteful expenditure Table 5.1.2.1 Reconciliation of fruitless and wasteful expenditure Description Opening balance Add: Fruitless and wasteful expenditure confirmed Less: Fruitless and wasteful expenditure written off Less: Fruitless and wasteful expenditure recoverable Closing balance Table 5.1.2.2 Reconciling notes Description Fruitless and wasteful expenditure that was under assessment in 2021/22 Fruitless and wasteful expenditure that relates to 2021/22 and identified in 2022/23 Fruitless and wasteful expenditure for the current year Total 2022/2023 R’000 2021/2022 R’000 - 953 - (16) 937 - 75 989 (12) (4) 75 973 2022/2023 R’000 2021/2022 R’000 - - 953 953 3 - 75 986 75 989 b) Details of current and previous year fruitless and wasteful expenditure (under assessment, determination, and investigation) Table 5.1.2.3 Current and previous year fruitless and wasteful expenditure under assessment Description11 Fruitless and wasteful expenditure under assessment Fruitless and wasteful expenditure under determination Fruitless and wasteful expenditure under investigation Total12 2022/2023 R’000 2021/2022 R’000 - 550 346 896 3 - 179 182 c) Details of current and previous year fruitless and wasteful expenditure recovered Table 5.1.2.4 Current and previous year fruitless and wasteful expenditure recovered Description Fruitless and wasteful expenditure recovered Total 2022/2023 R’000 2021/2022 R’000 16 16 4 4 11.
Group similar items 12.

Total unconfirmed fruitless and wasteful expenditure (assessment), losses (determination), and criminal conduct (investigation) 194 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 d) Details of current and previous year fruitless and wasteful expenditure not recovered and written off Table 5.1.2.5 Current and previous year fruitless and wasteful expenditure not recovered and written off Description Fruitless and wasteful expenditure written off Total 2022/2023 R’000 2021/2022 R’000 73 73 12 12 The R73 000 written off in the 2022/23 financial year relates to fruitless and wastefull expenditure that occured in the 2012/13 financial year.
e) Details of current and previous year disciplinary or criminal steps taken as a result of fruitless and wasteful expenditure Table 5.1.2.6 Current and previous year disciplinary or criminal steps taken as a result of fruitless and wasteful expenditure Disciplinary steps taken No criminal or disciplinary steps taken in the year under review as the investigations are underway.
- - Total 5.1.3 Unauthorised expenditure a) Reconciliation of unauthorised expenditure Table 5.1.3.1 Reconciliation of unauthorised expenditure Description Opening balance Add: unauthorised expenditure confirmed Less: unauthorised expenditure approved with funding Less: unauthorised expenditure approved without funding Less: unauthorised expenditure recoverable Less: unauthorised not recovered and written off13 Closing balance 2022/2023 R’000 2021/2022 R’000 121 - - - - - 121 121 - - - - - 121 The Department incurred unauthorised expenditure of R121 thousand during 2015/16 financial year and reported it to National Treasury.
The investigation was finalised.

In 2019 the unauthorised expenditure was recommended to SCOPA without funding by National Treasury.

Parliamentary processes to finalise the unauthorised expenditure are awaited.

Table 5.1.3.2 Reconciling notes Description 2022/2023 R’000 2021/2022 R’000 Unauthorised expenditure that was under assessment in 2021/22 Unauthorised expenditure that relates to 2021/22 and identified in 2022/23 Unauthorised expenditure for the current year Total - - - - 13.
This amount may only be written off against available savings - - - - 195 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 b) Details of current and previous year unauthorised expenditure (under assessment, determination, and investigation) Table 5.1.3.3 Current and previous year unauthorised expenditure under assessment Description14 Unauthorised expenditure under assessment Unauthorised expenditure under determination Unauthorised expenditure under investigation Total15 2022/2023 R’000 2021/2022 R’000 - - - - - - - - 5.1.4 Additional disclosure relating to material losses in terms of PFMA Section 40(3)(b)(i) & (iii) a) Details of current and previous year material losses through criminal conduct Table 5.1.4.1 Current and previous year material losses through criminal conduct Material losses through criminal conduct Theft Other material losses Less: Recovered Less: Not recovered and written off Total b) Details of other material losses Table 5.1.4.2 Details of other material losses Nature of other material losses Damages and Losses Damaged Vehicles Total c) Other material losses recovered Table 5.1.4.3 Material losses recovered Nature of losses (Group major categories, but list material items) Total 2022/2023 R’000 2021/2022 R’000 723 308 (36) (39) 956 804 396 (35) (34) 1,131 2022/2023 R’000 2021/2022 R’000 32,708 37,131 69,839 30,463 30,329 60,792 2022/2023 R’000 2021/2022 R’000 - - - - - - - - - - - - 14.
Group similar items 15.

Total unconfirmed unauthorised expenditure (assessment), losses (determination), and criminal conduct (investigation) 196 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 d) Other material losses written off Table 5.1.4.4 Material losses written off Nature of losses (Group major categories, but list material items) Total 5.2 LATE AND/OR NON-PAYMENT OF SUPPLIERS Table 5.2.1 Late and/or non-payment of suppliers Description Valid invoices received Invoices paid within 30 days or agreed period Invoices paid after 30 days or agreed period Invoices older than 30 days or agreed period (unpaid and without dispute) Invoices older than 30 days or agreed period (unpaid and in dispute) 2022/2023 R’000 2021/2022 R’000 - - - - - - - - - - Number of invoices Consolidated Value R’000 209,196 205,743 2,878 575 79 9,339,276 8,566,145 759,804 13,327 3,411,991 The invoices older than 30 days under dispute are claims from Property Management Trading Entity for disputed Shared Savings (Energy Savings) and Accommodation Charges.
The DPWI continues to bill the Department old baseline figures that no longer exists for Accommodation Charges.

It should be noted that the baseline figures for Accommodation Charges were reduced during 2018 MTEF following the budget cuts to fund higher education and revenue shortfall.

No itemised bills have been received for Accommodation Charges.

197 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 5.3 SUPPLY CHAIN MANAGEMENT 5.3.1 Procurement by other means Table 5.3.1.1 Procurement by other means Contract modification type (Expansion or Variation) Deviation from bid process, continuation of services.
Project description Name of supplier Entsika Consulting Services Request to assist the department of Correctional Services to review, recording, reconciliation and updating of the irregular expenditure register for accuracy and completeness for a period of five months Total Contract number Original contract value R’000 Value of previous contract expansion/s or variation/s (if applicable) R’000 Value of current contract expansion or variation R’000 HO 3/2021 R7 509 R1 264 R1 264 R7 509 R1 264 R1 264 Value of previous contract expansion/s or variation/s (if applicable) R’000 Value of current contract expansion or variation R’000 - - - - - - - - 5.3.2 Contract variations and expansions Table 5.3.2.1 Contract variations and expansions Project description Name of supplier Contract number Original contract value Contract modification type (Expansion or Variation) - - - - - - - - - R’000 - - - - - - - Total 198 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Part F FINANCIAL INFORMATION 199 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 6.1 REPORT OF THE AUDITOR GENERAL SOUTH AFRICA Report of the auditor-general to Parliament on vote no.

22: Department of Correctional Services Opinion Emphasis of matter 6.

I draw attention to the matter below.

My opinion is not modified in respect of this matter.

Uncertainty relating the outcome of exceptional 1.


I have audited the financial statements of the litigation Department of Correctional Services set out on pages 208 to 298, which comprise the appropriation statement, statement of financial position as at 31 March 2023, statement of financial performance, statement of changes in net assets and cash flow statement for the year then ended, as well as notes to the financial statements, including a summary of significant accounting policies.

2.
2.

In my opinion, the financial statements present fairly, in all material respects, the financial position of the Department of Correctional Services as at 31 March 2023, and its financial performance and cash flows for the year then ended in accordance with the Modified Cash Standard (MCS) and the requirements of the Public Finance Management Act 1 of 1999 (PFMA).

Basis for opinion 7.


With reference to note 18 to the financial statements on contingent liabilities, the department is the defendant in various lawsuits.

The ultimate outcome of these matters cannot presently be determined and no provision for any liability that may result has been made in the financial statements.

Other matters 8.

I draw attention to the matters below.

My opinion is not modified in respect of these matters.

Unaudited supplementary schedules 9.


The supplementary information set out on pages 283 to 298 does not form part of the financial statements and is prepared as additional information.

We have not audited these schedules and, accordingly, we do not express an opinion on them.

National Treasury Instruction No.

4 of 2022-23: PFMA 3.

I conducted my audit in accordance with the compliance and reporting framework International Standards on Auditing (ISAs).
My responsibilities under those standards are further described in the responsibilities of the auditor- general for the audit of the financial statements section of my report.

4.

I am independent of the department in accordance with the International Ethics Standards Board for Accountants’ International code of ethics for professional accountants (including International Independence Standards) (IESBA code) as well as other ethical requirements that are relevant to my audit in South Africa.
I have fulfilled my other ethical responsibilities in accordance with these requirements and the IESBA code.

5.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

10.

On 23 December 2022, the National Treasury issued Instruction 4 of 2022-23, which came into effect on 3 January 2023, in terms of section 76(1)(b), (e) and (f ), 2(e) and (4)(a) and (c) of the PFMA.
The instruction note deals with the PFMA compliance and reporting framework and addresses, among others, the disclosure of unauthorised expenditure, irregular expenditure and fruitless and wasteful expenditure.

Irregular expenditure and fruitless and wasteful expenditure incurred in prior financial years and not yet addressed no longer need to be disclosed in either the annual report or the disclosure notes to the annual financial statements.
Only the current year and prior year figures are disclosed in note 24 to the financial statements of the department.

Movements in respect of irregular expenditure and fruitless and wasteful expenditure also no longer need to be disclosed in the notes to the annual financial statements.

The disclosure of these 200 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 movements (e.g.


condoned, recoverable, removed, are free from material misstatement, whether due written off, under assessment, under determination to fraud or error; and to issue an auditor’s report and under investigation) is now included as part of that includes my opinion.

Reasonable assurance is the other information in the annual report of the a high level of assurance but is not a guarantee that department.

11.
11.

I do not express an opinion on the disclosure of irregular expenditure and fruitless and wasteful expenditure in the annual report.

Responsibilities of the accounting officer for the financial statements 12.
The accounting officer is responsible for the preparation and fair presentation of the financial statements in accordance with the MCS and the requirements of the PFMA; and for such internal control as the accounting officer determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

13.
13.

In preparing the financial statements, the accounting officer is responsible for assessing the department’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern, and using the going concern basis of accounting unless the appropriate governance structure either intends to liquidate the department or to cease operations, or has no realistic alternative but to do so.

Responsibilities of the auditor-general for the audit of the financial statements 14.
My objectives are to obtain reasonable assurance about whether the financial statements as a whole an audit conducted in accordance with the ISAs will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

15.
15.

A further description of my responsibilities for the audit of the financial statements is included in the annexure to this auditor’s report.

Report on performance report the audit of the annual 16.

In accordance with the Public Audit Act 25 of 2004 (PAA) and the general notice issued in terms thereof, I must audit and report on the usefulness and reliability of the reported performance against predetermined objectives for selected programmes presented in the annual performance report.
The accounting officer is responsible for the preparation of the annual performance report.

17.

I selected the following programmes presented in the annual performance report for the year ended 31 March 2023 for auditing.

I selected programmes that measure the department’s performance on its primary mandated functions and that are of significant national, community or public interest.
Programme Incarceration Page numbers Purpose 118 Social Reintegration 130 Provide for safe and secure conditions of detention consistent with maintaining the human dignity of inmates.

Administer, profile and consider offenders for release or placement into the system of community corrections.

Provide services focused on preparing offenders for release, effective supervision of offenders placed under the system of community corrections and facilitation of offender social reintegration into communities.
18.

I evaluated the reported performance information prepared using these criteria, it provides useful and for the selected programmes against the criteria reliable information and insights to users on the developed from the performance management department’s planning and delivery on its mandate and reporting framework, as defined in the general and objectives.

notice.

When an annual performance report is 201 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 19.


I performed procedures to test whether: financial matters, financial management and other • the indicators used for planning and reporting on performance can be linked directly to the related matters.

The accounting officer is responsible for the department’s compliance with legislation.

department’s mandate and the achievement of its 25.
I performed procedures to test compliance planned objectives • the indicators are well defined and verifiable to ensure that they are easy to understand and applied consistently and that I can confirm the methods and processes to be used for measuring achievements • the targets can be linked directly to the achievement with selected requirements in key legislation in accordance with the findings engagement methodology of the Auditor-General of South Africa (AGSA).
This engagement is not an assurance engagement.

Accordingly, I do not express an assurance opinion or conclusion.

of the indicators and are specific, time bound and 26.
Through an established AGSA process, I selected measurable to ensure that it is easy to understand what should be delivered and by when, the required level of performance as well as how performance will be evaluated • the indicators and targets reported on in the annual performance report are the same as what was committed to in the approved initial or revised requirements in key legislation for compliance testing that are relevant to the financial and performance management of the department, clear to allow consistent measurement and evaluation, while also sufficiently detailed and readily available to report in an understandable manner.
The selected legislative requirements are included in the annexure planning documents to this auditor’s report.

• the reported performance information is presented 27.

The material findings on compliance with the in the annual performance report in the prescribed selected legislative requirements, presented per manner • there are adequate supporting evidence for the achievements reported and for the reasons provided for any over or underachievement of targets.

20.
20.

I performed the procedures for the purpose of reporting material findings only, and not to express an assurance opinion.

compliance theme, are as follows: Expenditure management 28.

Effective and appropriate steps were not taken to prevent irregular expenditure amounting to R194 770 000, as disclosed in note 24 to the annual financial statements, as required by section 38(1)(c) (ii) of the PFMA and treasury regulation 9.1.1.

The 21.
The 21.

I did not identify any material findings on the majority of the irregular expenditure was caused by reported performance information of selected non-compliance with treasury regulation 16.A 6.1 subject matters.

Other matters 22.

I draw attention to the matter below.

Achievement of planned targets 23.

The annual performance report includes information on reported achievement against planned targets and provides explanations for over and under achievement.
Report on compliance with legislation 24.

In accordance with the PAA and the general notice issued in terms thereof, I must audit and report on compliance with applicable legislation relating to as the procurement of goods was split into parts or items of lesser value to avoid complying with the requirements of the SCM regulations.

Procurement and contract management 29.


Some goods and services of a transaction value above R1 000 000 were procured without inviting competitive bids and deviations were approved by the accounting officer but it was practical to invite competitive bids, as required by treasury regulation 16A6.1, paragraph 3.3.1 of NTI 02 of 2021/22 , paragraph 4.1 of NTI 03 of 2021/22 and TR 16A6.4.

Similar non-compliance was also reported in the prior year.

202 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 Other information in the annual report Material irregularities 30.

The accounting officer is responsible for the other information included in the annual report.

The other information referred to does not include the financial statements, the auditor’s report and those selected programmes presented in the annual performance report that have been specifically reported on in this auditor’s report.

31.
31.

My opinion on the financial statements, the report on the audit of the annual performance report and the report on compliance with legislation, do not cover the other information included in the annual report and I do not express an audit opinion or any form of assurance conclusion on it.

32.
32.

My responsibility is to read this other information and, in doing so, consider whether it is materially inconsistent with the financial statements and the in the annual selected programmes presented performance report, or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

33.

I did not receive the other information prior to the date of this auditor’s report.
When I do receive and read this information and if I conclude that there is a material misstatement therein, I am required to communicate the matter to those charged with governance and request that the other information is not be corrected.

corrected, I may have to retract this auditor’s report and re-issue an amended report as appropriate.

However, if it is corrected this will not be necessary.

If the other information Internal control deficiencies 34.
I considered internal control relevant to my audit of the financial statements, annual performance report and compliance with applicable legislation; however, my objective was not to express any form of assurance on it.

35.

The matter reported below are limited to the significant internal control deficiency that resulted in the material findings on compliance with legislation included in this report: 36.
The management did not sufficiently review and monitor internal controls over procurement processes resulting in recurring instances of non- compliance with laws and regulations.

37.

In accordance with the PAA and the material irregularity regulations, I have a responsibility to report on material irregularities identified during the audit and on the status of material irregularities as previously reported in the auditor’s report.
Status of previously reported material irregularities Interest on court judgement not settled within 30 days 38.

On 30 August 2021, a final court judgement was issued against the department to pay the arbitration award and related interest to a supplier.

The department failed to settle the arbitration award and related interest within 30 days from the date of the final court judgement, as required by treasury regulation 8.2.3.
The department made the payment on 21 October 2021 and incurred additional interest of R1 180 234.

The additional interest incurred due to a late payment resulted in a material financial loss for the department.

This interest is included in the comparative amount of the fruitless and wasteful expenditure in note 24 to the annual financial statements for the year ended 31 March 2023.

39.
39.

I notified the accounting officer of the material irregularity on 1 June 2022 and invited the accounting officer to make a written submission on the actions that will be taken to address the matter.

The accounting officer responded on 30 June 2022 and indicated that an investigation will be instituted to investigate and report on the circumstances that led to the material irregularity.

40.
40.

The accounting officer instituted an initial into the matter on 7 July 2022. investigation investigation was finalised and approved This on 14 October 2022.

The investigation did not find anyone liable for the loss, and therefore no disciplinary action could be taken.

I raised various concerns with the outcome of the investigation and communicated these concerns to the accounting officer on 4 November 2022.
Subsequent to this communication, the department’s investigation unit further investigated the matter and the investigation was finalised and approved on 21 December 2022.

This investigation also did not address the concerns that I previously communicated with the accounting officer.

203 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 41.

On 29 June 2022, the accounting officer requested Other reports 45.
I draw attention to the following engagement conducted by the Special Investigation Unit.

This report did not form part of my opinion on the financial statements or my findings on the reported performance information or compliance with legislation.

46.

Proclamation R28 of 2017 to investigate the procurement of, or contracting for goods, works or services by or on behalf of the state institutions in terms of bid number DCSSF02 and payments made in respect thereof.

The final report has not been issued.


Pretoria 31 July 2023 a legal opinion from the Office of the Chief State Law Adviser (OCSLA) in the Department of Justice and Constitutional Development on the validity of the material irregularity.

The OCSLA provided a legal opinion on 25 April 2023 confirming that a material irregularity did occur.
I did not receive any further response from the accounting officer on any further action taken to address the material irregularity, and concluded that appropriate actions were not taken to address the material irregularity.

42.
42.

I recommend that the accounting officer should take the following actions to address the material irregularity, which should be implemented by 27 February 2024: • Appropriate action should be taken based on the outcome, after the assessment by the state attorney to determine whether any responsible official is liable by law for the losses suffered by the department for the purpose of recovery, as required by treasury regulations 9.1.4 read with 12.7.1 and 12.7.4.
• Effective and appropriate disciplinary steps should be initiated without delay, against any official that the investigation found to be responsible, as required by section 38(1)(h) of the PFMA and in accordance with treasury regulation 9.1.3.

• Reasonable steps should be taken to ensure internal controls are implemented to ensure timely payments of court judgments to prevent further losses, as required by treasury instructions.

43.
43.

I requested a progress report from the accounting officer on the implementation of recommendations by 30 October 2023.

44.

I will follow up on the implementation of the recommendations after the due date.

204 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023 Annexure to the auditor’s report The annexure includes the following: • conclude on the appropriateness of the use of the • • the auditor-general’s responsibility for the audit the selected legislative requirements for compliance testing.
Auditor-general’s responsibility for the audit Professional judgement and professional scepticism As part of an audit in accordance with the ISAs, I exercise professional judgement and maintain professional scepticism throughout my audit of the financial statements and the procedures performed on reported performance information for selected programmes and on the department’s compliance with selected requirements in key legislation.
Financial statements going concern basis of accounting in the preparation of the financial statements.

I also conclude, based on the audit evidence obtained, whether a material uncertainty exists relating to events or conditions that may cast significant doubt on the ability of the department to continue as a going concern.
If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements about the material uncertainty or, if such disclosures are inadequate, to modify my opinion on the financial statements.

My conclusions are based on the information available to me at the date of this auditor’s report.
However, future events or conditions may cause a department to cease operating as a In addition to my responsibility for the audit of the going concern financial statements as described in this auditor’s report, • evaluate the overall presentation, structure and I also: • identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error; design and perform audit procedures content of the financial statements, including the disclosures, and determine whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
responsive to those risks; and obtain audit evidence Communication with those charged with governance that is sufficient and appropriate to provide a basis for my opinion.
The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal control • obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the department’s internal control I communicate with the accounting officer regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.
I also provide the accounting officer with a statement that I have complied with relevant ethical requirements regarding independence and to communicate with them all relationships and other matters that may reasonably be thought to bear on my independence and, where applicable, actions taken to eliminate threats or • evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates safeguards applied.
and related disclosures made 205 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Compliance with legislation – selected legislative requirements The selected legislative requirements are as follows: Legislation Public Finance Management Act 1 of 1999 (PFMA) Sections or regulations Section 1 Section 38(1)(a)(iv); 38(1)(b); PFMA 38(1)(c); 38(1)(c)(ii); 38(1)(d); 38(1)(h)(iii); Section 39(1)(a); 39(2)(a); Section 40(1)(a); 40(1)(b); 40(1)(c)(i) Section 43(4); 44; 44 (1) and (2) ; 45(b); Section 50(3); 50(3)(a) Treasury Regulation 4.1.1; 4.1.3 Treasury Regulation 5.1.1; 5.2.1; 5.2.3(a); 5.2.3(d); 5.3.1 Treasury Regulation 6.3.1(a); 6.3.1(b); 6.3.1(c’); 6.3.1(d); 6.4.1(b) Treasury Regulation 8.1.1; 8.2.1; 8.2.2; 8.2.3; Treasury Regulation 9.1.1; 9.1.4 Treasury Regulation 10.1.1(a); 10.1.2 Treasury Regulation 12.5.1 Treasury Regulation 15.10.1.2(c’) Treasury Regulation 16A3.1 ; 16A 3.2; 16A 3.2(a); 16A 6.1; 16A6.2(a) ,(b) & (e) ; 16A 6.3(a); 16A 6.3(a)(i);16A 6.3(b); 16A 6.3(c);16A6.3(d) ; 16A 6.3(e); 16A 6.4; 16A 6.5; 16A 6.6; 16A7.1; 16A.7.3; 16A.7.6; 16A.7.7;TR 16A8.2 (1) and (2); 16A 8.3 16A8.3 (d); 16A 8.4; 16A 9; 16A 9.1; 16A9.1(b)(ii);16A9.1 (c); 16A 9.1(d); 16A 9.1(e); 116A9.2; 16A9.2(a)(ii) &(iii); 16A9.1(f ).
Treasury Regulation 17.1.1 Treasury Regulation 18.2 Treasury Regulation 19.8.4 Section 30 (1) Public service regulation 13(c );18; 18 (1) and (2); 25(1)(e)(i); 25(1)(e)(iii) Section 1(i); 2.1(a); 2.1(b); 2.1(f ) Treasury Regulation Public Service Act Public Service Regulation Preferential Procurement Policy Framework Act Preferential Procurement Regulations 2017 Paragraph 4.1; 4.2 Paragraph 5.1; 5.3; 5.6; 5.7 Paragraph 6.1; 6.2; 6.3; 6.5; 6.6; 6.8 Paragraph 7.1; 7.2; 7.3; 7.5; 7.6; 7.8 Paragraph 8.2; 8.5 Paragraph 9.1; 9.2 Paragraph 10.1; 10.2 Paragraph 11.1; 11.2 Paragraph 12.1 and 12.2 206 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Legislation Preferential Procurement Regulations 2022 Prevention and Combatting of Corrupt Activities Act 12 of 2004 Sections or regulations Paragraph 3.1 Paragraph 4.1; 4.2; 4.3; 4.4 Paragraph 5.1; 5.2; 5.3; 5.4 Section 29 Section 34(1) Construction Industry Development Board Act Section 18(1) CIDB Regulations SITA Act SITA Regulations CIDB regulation 17; 25(1); 25 (5) & 25(7A) Section 7(3) Section 7(6)(b) Section 20(1)(a)(I) Regulation 8.1.1 (b); 8.1.4; 8.1.7 Regulation 9.6; 9.4 Regulation 12.3 Regulation 13.1 (a) PFMA SCM Instruction no.
09 of 2022/2023 Regulation 14.1; 14.2 PFMA SCM Instruction no.
09 of 2022/2023 National Treasury Instruction No.1 of 2015/16 Paragraph 3.1; 4.1; 4.2 NT SCM Instruction Note 03 2021/22 Paragraph 4.1; 4.2 (b); 4.3; 4.4; 4.4(a); 4.4(c) -(d); 4.6 NT SCM Instruction 4A of 2016/17 Paragraph 5.4 Paragraph 7.2; 7.6 Paragraph 6 NT SCM Instruction Note 03 2019/20 Par 5.5.1(vi); Paragraph 5.5.1(x); NT SCM Instruction Note 11 2020/21 Paragraph 3.1; 3.4 (a) and (b); 3.9; 6.1;6.2;6.7 NT SCM Instruction note 2 of 2021/22 Paragraph 3.2.1; 3.2.2; 3.2.4(a) and (b) ; 3.3.1; 3.2.2 PFMA SCM Instruction 04 of 2022/23 Practice Note 5 of 2009/10 PFMA SCM instruction 08 of 2022/23 Competition Act Paragraph 4.1 Paragraph 4(1); 4(2); 4(4) Paragraph 3.3 Paragraph 3.2 Paragraph 4.3.2 and 4.3.3 Section 4(1)(b)(ii) NT instruction note 4 of 2015/16 Paragraph 3.4 NT instruction 3 of 2019/20 - Annexure A Section 5.5.1 (iv) and (x) Second amendment of NTI 05 of 2020/21 Paragraph 4.8; 4.9 ; 5.1 ; 5.3 Erratum NTI 5 of 202/21 Practice note 7 of 2009/10 Practice note 11 of 2008/9 NT instruction note 1 of 2021/22 Paragraph 1 Paragraph 2 Paragraph 4.1.2 Paragraph 3.1 Paragraph 3.1 (b) Paragraph 4.1 207 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 2 0 8 Programme Appropriation per programme Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 1.

ADMINISTRATION 2.

INCARCERATION 3.

REHABILITATION 4.

CARE 4,705,879 15,550,377 2,343,092 2,639,642 4.
SOCIAL REINTEGRATION TOTAL Reconciliation with Statement of Financial Performance 1,296,994 26,535,984 - - - - - - 155,575 4,861,454 4,846,274 260,074 15,810,451 15,734,145 (183,438) 2,159,654 2,144,396 (128,355) 2,511,287 2,511,287 (103,856) - 1,193,138 26,535,984 1,193,138 26,429,240 15,180 76,306 15,258 - - 106,744 99.7% 99.5% 99.3% 100.0% 100.0% 99.6% Add: Departmental receipts Aid assistance Actual amounts per Statement of Financial Performance (Total Revenue) Add: Aid assistance Actual amounts per Statement of Financial Performance Expenditure 148,142 - 26,684,126 2,548 26,431,788 8,554 25,702,187 2021/22 Final Budget Actual Expenditure R’000 R’000 5,086,305 5,086,305 15,296,190 15,240,559 2,041,044 2,014,668 2,331,839 2,331,839 1,187,874 25,943,252 1,020,262 25,693,633 201,940 6,876 26,152,068 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 Appropriation per Economic Classification 2022/23 Adjusted Budget Shifting of Funds Virement Final Budget Actual Expenditure Variance R’000 25,246,632 18,298,036 15,344,886 2,953,150 6,948,596 21,573 9,021 57,019 41,366 5,847 17,418 98,015 233,370 R’000 - - - - - - - - - - - - - R’000 53,676 - (162,846) 162,846 53,676 (3,635) (4,668) (42,260) 13,045 (9) 5,802 26,093 (19,856) R’000 25,300,308 18,298,036 15,182,040 3,115,996 7,002,272 17,938 4,353 14,759 54,411 5,838 R’000 25,413,325 18,238,036 15,064,182 3,173,854 7,172,111 7,269 4,145 14,540 54,411 5,809 R’000 (113,017) 60,000 117,858 (57,858) (169,839) 10,669 208 219 - 29 Expenditure as % of final budget % 100.4% 99.7% 99.2% 101.9% 102.4% 40.5% 95.2% 98.5% 100.0% 99.5% 2021/22 Final Budget Actual Expenditure R’000 24,613,405 17,940,518 14,879,120 3,061,398 6,672,887 9,501 3,845 26,761 49,338 5,766 R’000 24,444,131 17,678,410 14,617,012 3,061,398 6,688,478 9,501 3,873 26,423 49,338 5,795 23,220 124,108 213,514 23,380 124,567 213,446 (160) (459) 68 100.7% 100.4% 100.0% 14,805 115,249 217,871 15,001 115,582 216,958 35,047 - 14,915 49,962 19,479 30,483 39.0% 149,953 136,042 2,669 28,411 44,624 68,863 1,355,148 592 310,580 - - - - - - - 163 (4,205) (13,089) 19,650 (48,621) (554) 54,173 2,832 24,206 31,535 88,513 2,832 24,206 31,999 88,513 - - (464) - 1,306,527 38 364,753 1,223,396 5 440,320 83,131 33 (75,567) 100.0% 100.0% 101.5% 100.0% 93.6% 13.2% 120.7% 1,992 25,987 50,318 65,240 1,992 25,987 50,422 65,216 1,114,858 55 337,780 1,113,438 23 335,979 Current payments Compensation of employees Salaries and wages Social contributions Goods and services Administrative fees Advertising Minor assets Audit costs: External Bursaries: Employees Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Infrastructure and planning services Laboratory services Legal services Contractors Agency and support / outsourced services Entertainment Fleet services 2 0 9 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 1 0 Appropriation per Economic Classification 2022/23 Adjusted Budget Shifting of Funds Virement Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 2021/22 Expenditure as % of final budget % Final Budget Actual Expenditure R’000 R’000 157,344 254,561 933,406 50,139 - - - - (39,306) 25,007 118,038 279,568 118,039 279,568 (1) - 100.0% 100.0% 167,642 242,915 141,346 227,257 14,666 51,174 948,072 101,313 1,004,873 138,481 (56,801) (37,168) 106.0% 136.7% 853,057 54,659 853,057 54,658 7,692 - (5,459) 2,233 2,233 - 100.0% 2,655 2,655 77,034 9,612 74,754 41,220 276,217 66,514 837,873 1,614,034 7,942 158,685 16,406 29,772 2,848 2,980 - - - - - - - - - - - - - - - - 19,078 (3,561) (14,845) 10,035 (11,081) (20,394) (11,391) (317) 8,341 56,000 (11,505) (8,692) (1,098) 80 - 96,112 6,051 59,909 51,255 265,136 96,146 6,049 59,909 51,003 263,172 (34) 2 - 252 1,964 46,120 826,482 1,613,717 45,391 842,807 1,714,247 729 (16,325) (100,530) 16,283 214,685 4,901 21,080 1,750 3,060 - 16,283 225,333 4,666 21,021 1,513 3,060 3,178 - (10,648) 235 59 237 - (3,178) 100.0% 100.0% 100.0% 99.5% 99.3% 98.4% 102.0% 106.2% 100.0% 105.0% 95.2% 99.7% 86.5% 100.0% - 65,456 17,644 57,104 38,694 261,705 65,494 17,731 57,104 38,694 261,778 39,536 770,293 1,677,169 39,733 770,293 1,752,516 10,784 184,436 15,123 22,628 728 1,340 - 10,784 184,354 14,897 22,575 500 1,482 77,243 Inventory: Clothing material and accessories Inventory: Farming supplies Inventory: Food and food supplies Inventory: Fuel, oil and gas Inventory: Learner and teacher support material Inventory: Materials and supplies Inventory: Medical supplies Inventory: Medicine Inventory: Other supplies Consumable supplies Consumable: Stationery, printing and office supplies Operating leases Property payments Transport provided: Departmental activity Travel and subsistence Training and development Operating payments Venues and facilities Rental and hiring Interest and rent on land DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 Appropriation per Economic Classification 2022/23 Adjusted Budget Shifting of Funds Virement Final Budget Actual Expenditure Variance R’000 R’000 Interest Transfers and subsidies Provinces and municipalities Provinces Provincial Revenue Funds Municipalities Municipal bank accounts Departmental agencies and accounts Departmental agencies Households Social benefits Other transfers to households Payments for capital assets Buildings and other fixed structures Buildings Machinery and equipment Transport equipment Other machinery and equipment Biological assets Software and other intangible assets Total R’000 - 722,453 7,647 1,427 1,427 6,220 6,220 10,215 10,215 704,591 670,094 34,497 566,899 360,202 360,202 203,663 38,520 165,143 3,034 - 26,535,984 2 1 1 - - - - - - - - - - - - - - - - - - - - - - - - (289) (289) 289 289 - - - (15,207) 15,207 (53,676) - - (56,489) 4,302 R’000 - 722,453 7,647 1,138 1,138 6,509 6,509 10,215 10,215 704,591 654,887 49,704 513,223 360,202 360,202 147,174 42,822 R’000 3,178 624,440 7,370 861 861 6,509 6,509 10,222 10,222 606,848 558,513 48,335 391,475 266,545 266,545 119,040 41,878 R’000 (3,178) 98,013 277 277 277 - - (7) (7) 97,743 96,374 1,369 121,748 93,657 93,657 28,134 944 Expenditure as % of final budget % - 86.4% 96.4% 75.7% 75.7% 100.0% 100.0% 100.1% 100.1% 86.1% 85.3% 97.2% 76.3% 74.0% 74.0% 80.9% 97.8% 2021/22 Final Budget Actual Expenditure R’000 - 685,419 7,222 1,253 1,253 5,969 5,969 9,841 9,841 668,356 635,227 33,129 644,428 375,497 375,497 265,372 91,469 173,903 3,559 R’000 77,243 816,322 7,395 1,253 1,253 6,142 6,142 9,841 9,841 799,086 646,416 152,670 433,180 258,906 258,906 171,373 81,111 90,262 2,607 (60,791) (135) 104,352 2,899 77,162 2,899 27,190 - 73.9% 100.0% 2,948 - 2,948 26,535,984 2,991 26,429,240 (43) 106,744 101.5% 99.6% - 25,943,252 294 25,693,633 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 1 2 1.

MINISTRY 2.

JUDICIAL INSPECTORATE FOR CORRECTIONAL SERVICES 3.

MANAGEMENT 4.

HUMAN RESOURCES 5.

FINANCE 6.

ASSURANCE SERVICES 7.

INFORMATION TECHNOLOGY 8.
OFFICE ACCOMMODATION 81,625 864,346 2,046,667 1,087,321 121,187 382,546 100,558 Total for sub programmes 4,705,879 Economic Classification Current payments Compensation of employees Salaries and wages Social contributions Goods and services Administrative fees Advertising Minor assets Audit costs: External Bursaries: Employees Catering: Departmental activities 3,997,535 2,976,995 2,516,666 460,329 1,020,540 20,017 8,689 12,119 41,336 5,847 9,977 PROGRAMME 1: ADMINISTRATION 2022/23 Adjusted Budget Shifting of Funds Virement Final Budget Actual Expenditure Variance 2021/22 Expenditure as % of final budget Final Budget Actual Expenditure R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000 21,629 - 15,068 36,697 36,697 - 100.0% 30,910 30,910 - - - - - - - - - - - - - - - - - - - - 81,625 78,137 (15,530) 848,816 848,821 3,488 (5) 72,264 2,118,931 2,046,509 72,422 162,844 1,250,165 1,321,319 (71,154) 17,874 (85,111) (11,834) 139,061 297,435 88,724 139,061 297,101 78,629 - (68,900) 101.6% 4,308,996 4,260,024 96,488 3,073,483 3,070,056 40,813 2,557,479 2,551,629 3,427 5,850 55,675 516,004 518,427 (2,423) 85,213 1,105,753 1,177,198 (71,445) (3,262) (4,368) (9,575) 13,075 (9) 4,283 16,755 4,321 2,544 54,411 5,838 14,260 6,086 4,113 2,325 54,411 5,809 14,420 10,669 208 219 - 29 (160) DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 PROGRAMME 1: ADMINISTRATION 2022/23 Adjusted Budget Shifting of Funds Virement Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 53,555 233,242 - - 31,504 85,059 85,518 (19,729) 213,513 213,445 (459) 68 Expenditure as % of final budget % 100.5% 100.0% 2021/22 Final Budget Actual Expenditure R’000 R’000 73,922 74,255 209,750 208,837 27,248 - 21,611 48,859 18,376 30,483 37.6% 131,098 130,938 27 75 44,624 6,530 31,885 585 184,064 59,842 651 4,897 540 73 2,025 31 4,458 239 - - - - - - - - - - - - - - - - (27) (75) (13,089) 1,208 - - 31,535 7,738 - - 31,999 7,738 10,175 (547) 42,060 42,060 38 5 - - (464) - - 33 25,114 209,178 284,745 (75,567) (15,935) 21,880 43,907 22,531 43,907 22,531 (56,020) (51,123) (51,123) - - - - - 101.5% 100.0% 100.0% 13.2% 136.1% 100.0% 100.0% 100.0% - - 50,318 4,063 - - 50,422 4,039 21,642 20,222 55 23 241,290 240,905 73,536 11,112 47,240 11,112 (60,304) (60,304) 96 636 37,804 (37,168) 5944.0% 10,039 10,038 (58) (4,169) (2,099) 12,626 25,757 15 (2,144) (2,068) 17,084 25,996 15 (2,111) (2,068) 17,084 25,996 - 100.0% (33) - - - 98.5% 100.0% 100.0% 100.0% 47 (4,746) (4,052) 23,094 18,190 47 (4,708) (3,965) 23,094 18,190 Communication Computer services Consultants: Business and advisory services Infrastructure and planning services Laboratory services Legal services Contractors Agency and support / outsourced services Entertainment Fleet services Inventory: Clothing material and accessories Inventory: Farming supplies Inventory: Food and food supplies Inventory: Fuel, oil and gas Inventory: Learner and teacher support material Inventory: Materials and supplies Inventory: Medical supplies Inventory: Medicine Inventory: Other supplies 2 1 3 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 1 4 Consumable supplies Consumable: Stationery, printing and office supplies Operating leases Property payments Transport provided: Departmental activity Travel and subsistence Training and development Operating payments Venues and facilities Rental and hiring Interest and rent on land Interest 28,155 75,621 35,188 7,800 69,633 9,593 24,963 2,547 1,172 - - Transfers and subsidies 580,998 Provinces and municipalities Provinces Provincial Revenue Funds Municipalities Municipal bank accounts Departmental agencies and accounts Departmental agencies Households 7,647 1,427 1,427 6,220 6,220 10,215 10,215 563,136 PROGRAMME 1: ADMINISTRATION 2022/23 Adjusted Budget Shifting of Funds Virement Final Budget Actual Expenditure Variance 2021/22 Expenditure as % of final budget Final Budget Actual Expenditure R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000 13,292 - 19,063 32,355 32,309 46 99.9% 13,109 13,342 - - - - - - - - - - - - - - - - - - - - 2,314 (12,251) 2,104 5,573 46,965 (6,437) (8,439) (1,629) (417) - - 30,469 63,370 37,292 13,373 116,598 3,156 16,524 918 755 - - 97.8% 125.8% 29.0% 100.0% 109.1% 92.6% 100.0% 74.2% 29,800 79,695 10,802 669 (16,325) 26,490 13,373 - 127,246 (10,648) 2,921 16,531 681 755 882 882 235 (7) 237 - 100.0% (882) (882) - - 21,800 91,688 15,807 8,383 109,308 12,559 17,427 666 67 - - 21,997 91,688 15,745 8,383 109,226 12,333 17,374 438 209 76,129 76,129 28,316 609,314 526,181 83,133 86.4% 571,467 702,370 - (289) (289) 289 289 7,647 1,138 1,138 6,509 6,509 7,370 861 861 6,509 6,509 - - 10,215 10,215 10,222 10,222 277 277 277 - - (7) (7) 28,316 591,452 508,589 82,863 96.4% 75.7% 75.7% 100.0% 100.0% 100.1% 100.1% 86.0% 7,222 1,253 1,253 5,969 5,969 9,841 9,841 7,395 1,253 1,253 6,142 6,142 9,841 9,841 554,404 685,134 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 PROGRAMME 1: ADMINISTRATION 2022/23 Adjusted Budget Shifting of Funds Virement Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Social benefits Other transfers to households Payments for capital assets Machinery and equipment Transport equipment Other machinery and equipment Software and other intangible assets Total 559,828 3,308 127,346 127,346 38,520 88,826 - 4,705,879 - - - - - - - - 18,570 9,746 (54,442) (57,390) 4,302 (61,692) 578,398 496,904 13,054 72,904 69,956 42,822 27,134 11,685 71,957 68,966 41,878 27,088 81,494 1,369 947 990 944 46 2,948 2,948 2,991 (43) 155,575 4,861,454 4,846,274 15,180 Expenditure as % of final budget % 85.9% 89.5% 98.7% 98.6% 97.8% 99.8% 101.5% 99.7% 2021/22 Final Budget Actual Expenditure R’000 R’000 551,990 2,414 565,598 119,536 205,842 123,911 205,842 123,617 88,175 117,667 80,817 42,800 - 294 5,086,305 5,086,305 2 1 5 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 1 6 Subprogramme: 1.1: MINISTRY Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final appropriation % 2021/22 Final Appropriation Actual Expenditure R’000 R’000 Current payments Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Provinces and municipalities Payments for capital assets Machinery and equipment Total 21,194 10,108 11,086 - - - 435 435 21,629 - - - - - - - - - 14,958 36,152 10,992 3,966 21,100 15,052 - 4 4 106 106 - 4 4 541 541 36,152 21,100 15,052 - 4 4 541 541 15,068 36,697 36,697 - - - - - - - - - 100.0% 100.0% 100.0% - 100.0% 100.0% 100.0% 100.0% 100.0% 30,650 17,810 12,840 - 3 3 257 257 30,650 17,809 12,840 1 3 3 257 257 30,910 30,910 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 Subprogramme: 1.2: JUDICIAL INSPECTORATE FOR CORRECTIONAL SERVICES Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Expenditure as % of final budget Economic classification R’000 R’000 R’000 R’000 R’000 R’000 80,076 69,523 10,553 17 17 - 1,532 1,532 77,109 66,096 11,013 34 17 17 994 951 2,967 3,427 (460) (17) % 96.3% 95.1% 104.4% 200.0% - 100.0% (17) 538 581 - 64.9% 62.1% 2021/22 Final Budget Actual Expenditure R’000 R’000 76,652 66,192 10,460 16 16 - 2,424 2,424 78,694 69,342 9,352 58 17 41 2,279 2,226 - 43 (43) - - 53 81,625 78,137 3,488 95.7% 79,092 81,031 Current payments Compensation of employees Goods and services Transfers and subsidies Provinces and municipalities Households Payments for capital assets Machinery and equipment Software and other intangible assets Total 80,076 69,523 10,553 17 17 - 1,532 1,532 - 81,625 - - - - - - - - - - - - - - - - - - - - 2 1 7 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 1 8 Subprogramme: 1.3: MANAGEMENT Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Expenditure as % of final budget Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Current payments Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Provinces and municipalities Departmental agencies and accounts Households Payments for capital assets Machinery and equipment Software and other intangible assets 854,829 739,619 115,210 - 1,006 - - 1,006 8,511 8,511 - - - - - - - - - - - - (27,118) 827,711 827,711 (33,869) 6,751 - 705,750 121,961 - 705,750 121,144 817 - - 817 (817) % 100.0% 100.0% 99.3% - 14,933 15,939 15,944 (5) 100.0% 30,428 129,025 - - 14,933 (3,345) (3,345) - - - 15,939 5,166 5,166 - - 5 15,939 5,166 5,166 - - - (5) - - - - - 100.0% 100.0% 100.0% - 1 - 30,427 5,657 5,657 - 1 - 129,024 5,657 5,416 241 Total 864,346 - (15,530) 848,816 848,821 (5) 100.0% 934,062 1,029,509 2021/22 Final Budget Actual Expenditure R’000 R’000 897,977 894,827 772,264 125,713 - 692,986 125,713 76,128 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 Subprogramme: 1.4: HUMAN RESOURCES Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Expenditure as % of final budget 2021/22 Final Budget Actual Expenditure Economic classification R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000 Current payments Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Departmental agencies and accounts Households Payments for capital assets Machinery and equipment Total 1,465,176 1,232,434 232,742 - 571,735 10,215 561,520 9,756 9,756 2,046,667 - - - - - - - - - - 61,795 1,526,971 1,537,433 (10,462) 100.7% 1,536,554 1,491,459 15,905 1,248,339 1,248,339 - 45,890 278,632 289,029 (10,397) - - 65 (65) 100.0% 103.7% - 1,257,251 1,238,461 279,303 252,998 - - 10,654 582,389 499,511 82,878 85.8% 533,230 557,985 - 10,215 10,217 (2) 100.0% 9,841 9,841 10,654 572,174 489,294 82,880 (185) (185) 9,571 9,571 9,565 9,565 6 6 72,264 2,118,931 2,046,509 72,422 85.5% 99.9% 99.9% 96.6% 523,389 548,144 26,919 26,919 14,442 14,442 2,096,703 2,063,886 2 1 9 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 2 0 Subprogramme: 1.5: FINANCE Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification Current payments Compensation of employees Goods and services Transfers and subsidies Provinces and municipalities Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Total R’000 1,037,640 803,398 234,242 8,239 7,629 610 41,442 - 41,442 1,087,321 R’000 - - - - - - - - - - R’000 157,382 R’000 1,195,022 R’000 1,266,522 R’000 (71,500) 88,502 68,880 1,635 (3) 1,638 3,827 - 891,900 303,122 9,874 7,626 2,248 891,900 374,622 9,597 7,349 2,248 45,269 45,200 - - 3,827 45,269 45,200 - (71,500) 277 277 - 69 - 69 100.0% 123.6% 97.2% 96.4% 100.0% 99.8% - 99.8% 162,844 1,250,165 1,321,319 (71,154) 105.7% 1,358,498 1,350,895 Expenditure as % of final budget % 106.0% 2021/22 Final Budget Actual Expenditure R’000 1,241,693 R’000 1,241,693 879,659 362,034 7,790 7,202 588 879,659 362,034 13,403 7,374 6,029 109,015 95,799 - - 109,015 95,799 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 Subprogramme: 1.6: ASSURANCE SERVICES Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % Current payments Compensation of employees Goods and services Transfers and subsidies Provinces and municipalities Households Payments for capital assets Machinery and equipment Total 120,959 62,876 58,083 1 1 - 227 227 121,187 - - - - - - - - - 16,684 137,643 137,643 9,924 6,760 867 (1) 868 323 323 72,800 64,843 72,800 64,843 868 - 868 550 550 868 - 868 550 550 17,874 139,061 139,061 - - - - - - - - - 100.0% 100.0% 100.0% 100.0% - 100.0% 100.0% 100.0% 100.0% 2021/22 Final Budget Actual Expenditure R’000 R’000 132,256 130,907 69,387 62,869 - - - 464 464 68,038 62,869 1,349 - 1,349 464 464 132,720 132,720 2 2 1 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 2 2 Subprogramme: 1.7: INFORMATION TECHNOLOGY Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification Current payments Compensation of employees Goods and services Transfers and subsidies Households Payments for capital assets Machinery and equipment Software and other intangible assets Total R’000 317,103 59,037 258,066 - - 65,443 65,443 - 382,546 R’000 - - - - - - - - - R’000 (30,166) R’000 286,937 R’000 286,937 5,034 64,071 64,071 (35,200) 222,866 222,866 223 223 (55,168) (58,116) 2,948 (85,111) 223 223 10,275 7,327 2,948 297,435 223 223 9,941 6,993 2,948 297,101 R’000 - - - - - 334 334 - 334 Subprogramme: 1.8: OFFICE ACCOMMODATION Expenditure as % of final budget % 100.0% 100.0% 100.0% 100.0% 100.0% 96.7% 95.4% 100.0% 99.9% Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Expenditure as % of final budget 2021/22 Final Budget Actual Expenditure R’000 297,757 R’000 296,337 65,598 65,598 232,159 230,739 - - 61,106 61,106 - 358,863 547 547 5,013 5,013 - 301,897 2021/22 Final Budget Actual Expenditure Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Current payments Goods and services Total 100,558 100,558 100,558 - - - (11,834) (11,834) (11,834) 88,724 88,724 88,724 78,629 78,629 78,629 10,095 10,095 10,095 % 88.6% 88.6% 88.6% R’000 R’000 95,457 95,457 95,457 95,457 95,457 95,457 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 PROGRAMME 2: INCARCERATION Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 1.

SECURITY OPERATIONS 2.

FACILITIES 3.

REMAND DETENTION 4.
OFFENDER MANAGEMENT 8,560,128 4,131,660 635,730 2,222,859 Total for sub programmes 15,550,377 20,223 8,580,351 8,553,953 93,295 4,224,955 4,175,047 131,963 767,693 767,693 14,593 2,237,452 2,237,452 26,398 49,908 - - 260,074 15,810,451 15,734,145 76,306 99.7% 98.8% 100.0% 100.0% 99.5% 2021/22 Final Budget Actual Expenditure R’000 R’000 8,214,050 8,212,398 4,056,709 4,002,730 769,953 769,953 2,255,478 2,255,478 15,296,190 15,240,559 15,016,177 11,247,195 9,415,363 1,831,832 3,768,982 315 16 32,111 1,167 19,537 3 Economic Classification Current payments Compensation of employees Salaries and wages Social contributions Goods and services Administrative fees Advertising Minor assets Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Infrastructure and planning services 2 2 3 Laboratory services Contractors 315,333 15,331,510 15,375,399 (43,889) 100.3% 14,822,023 14,884,795 282,080 11,529,275 11,529,275 - 100.0% 11,170,040 11,170,040 143,152 9,558,515 9,478,406 80,109 138,928 1,970,760 2,050,869 33,253 3,802,235 3,844,146 (80,109) (41,911) 164 (16) (27,736) 1,453 (1,125) (3) 479 - 4,375 2,620 18,412 - 479 - 4,375 2,620 18,412 - - - - - - - 99.2% 104.1% 101.1% 100.0% - 100.0% 100.0% 100.0% - 9,191,343 9,191,343 1,978,697 1,978,697 3,651,983 3,713,641 2,827 2,827 - 4,017 1,472 18,963 8,068 - 4,017 1,472 18,963 8,068 6,674 - (6,539) 135 135 - 100.0% 17,616 3,865 - - 17,052 - - - 127 3 127 3 127 3 16,317 33,369 33,369 - - - 100.0% 100.0% 100.0% - - - - 19,685 19,685 - - - - - - - - - - - - - - - - DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 2 4 PROGRAMME 2: INCARCERATION Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 2021/22 Final Budget Actual Expenditure R’000 R’000 1,188,118 - (42,635) 1,145,483 1,062,352 83,131 92.7% 984,891 984,891 59,327 - 21,271 80,598 80,598 - 100.0% 54,485 54,485 15,136 1,664 464 31,094 37,917 409 227 6,126 67,353 14,098 658,276 1,574,239 35,688 244 1,577 146 4 - - - - - - - - - - - - - - - - - - - (11,425) 613 (404) 50,846 23,385 (142) (164) 763 5,218 3,711 2,277 60 81,940 61,302 267 63 6,889 72,571 3,711 2,277 60 81,940 61,302 267 63 6,889 70,653 (6,646) 7,452 7,392 3,355 661,631 661,631 - - - - - - - - 1,918 60 - (1,928) 1,572,311 1,699,331 (127,020) 7,940 (73) (290) (146) 43,628 171 1,287 - 1,070 1,074 - - 43,628 171 1,287 - 1,074 1,978 - - - - - (1,978) 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 97.4% 99.2% 100.0% 108.1% 100.0% 100.0% 100.0% - 100.0% - 17,874 1,587 132 33,009 47,424 277 101 8,108 91,732 17,874 1,587 132 33,009 47,424 277 101 8,108 91,732 9,555 9,555 631,962 631,962 1,656,650 1,732,059 38,862 131 1,986 - 569 - 38,862 131 1,986 - 569 1,114 Agency and support / outsourced services Fleet services (including government motor transport) Inventory: Clothing material and accessories Inventory: Farming supplies Inventory: Food and food supplies Inventory: Fuel, oil and gas Inventory: Materials and supplies Inventory: Medical supplies Inventory: Medicine Inventory: Other supplies Consumable supplies Consumable: Stationery, printing and office supplies Operating leases Property payments Travel and subsistence Training and development Operating payments Venues and facilities Rental and hiring Interest and rent on land DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 PROGRAMME 2: INCARCERATION Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % - - (45,200) 95,432 (45,200) (50,060) 4,860 95,432 59,543 35,889 1,978 80,552 80,552 44,663 35,889 (1,978) - 14,880 84.4% 14,880 14,880 - (10,059) 383,509 278,194 105,315 - - (8,567) - (8,567) (1,492) 360,202 360,202 22,898 - 266,545 266,545 11,240 - 93,657 93,657 11,658 - 22,898 11,240 11,658 409 409 - 260,074 15,810,451 15,734,145 76,306 84.4% 75.0% 100.0% 72.5% 74.0% 74.0% 49.1% - 49.1% 100.0% 99.5% Interest Transfers and subsidies Households Social benefits Other transfers to households Payments for capital assets Buildings and other fixed structures Buildings Machinery and equipment Transport equipment Other machinery and equipment Biological assets Total - 140,632 140,632 109,603 31,029 393,568 360,202 360,202 31,465 - 31,465 1,901 15,550,377 - - - - - - - - - - - - - 2 2 5 2021/22 Final Budget Actual Expenditure R’000 R’000 - 90,959 90,959 61,693 29,266 1,114 90,959 90,959 59,891 31,068 383,208 264,805 375,497 375,497 258,746 258,746 6,007 294 5,713 1,704 5,307 294 5,013 752 15,296,190 15,240,559 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 2 6 Subprogramme: 2.1: SECURITY OPERATIONS Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % Current payments Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Biological assets Total 8,418,396 8,273,086 145,310 - 110,319 110,319 31,413 - 29,512 1,901 8,560,128 - - - - - - - - - - - 97,765 8,516,161 8,516,161 101,518 8,374,604 8,374,604 (3,753) 141,557 139,639 - (62,982) (62,982) (14,560) - (13,068) (1,492) - 47,337 47,337 16,853 - 16,444 409 1,918 32,457 32,457 5,335 140 4,786 409 - - 100.0% 100.0% 1,918 (1,918) 14,880 14,880 11,518 (140) 11,658 - 98.6% - 68.6% 68.6% 31.7% - 29.1% 100.0% 99.7% 20,223 8,580,351 8,553,953 26,398 2021/22 Final Budget Actual Expenditure R’000 R’000 8,168,526 8,168,526 8,019,585 8,019,585 148,941 148,941 - - 42,163 42,163 42,163 3,361 - 1,657 1,704 42,163 1,709 - 957 752 8,214,050 8,212,398 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 Subprogramme: 2.2: FACILITIES Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 2021/22 Final Budget Actual Expenditure R’000 R’000 Current payments Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Total 3,771,115 198,646 3,572,469 - 24 24 360,521 360,202 319 4,131,660 - - - - - - - - - - 88,885 3,860,000 3,903,889 (43,889) 101.1% 3,677,994 3,740,766 36,517 235,163 235,163 - 52,368 3,624,837 3,668,726 (43,889) - 299 299 - 323 323 - 323 323 - - - 4,111 364,632 270,835 - 360,202 266,405 4,111 4,430 4,430 93,797 93,797 - 93,295 4,224,955 4,175,047 49,908 100.0% 101.2% - 100.0% 100.0% 74.3% 74.0% 100.0% 98.8% 221,454 221,454 3,456,540 3,518,198 - 693 693 1,114 693 693 378,022 261,271 375,497 258,746 2,525 2,525 4,056,709 4,002,730 2 2 7 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 2 8 Subprogramme: 2.3: REMAND DETENTION Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % Current payments Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Households Payments for capital assets Machinery and equipment Total 635,580 618,154 17,426 - - - 150 150 635,730 - - - - - - - - - 129,177 764,757 764,757 140,941 759,095 759,095 (11,764) - 2,597 2,597 189 189 5,662 - 2,597 2,597 339 339 5,602 60 2,597 2,597 339 339 131,963 767,693 767,693 - - 60 (60) - - - - - 100.0% 100.0% 98.9% - 100.0% 100.0% 100.0% 100.0% 100.0% Subprogramme: 2.4: OFFENDER MANAGEMENT Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % Current payments Compensation of employees Goods and services Transfers and subsidies Households Payments for capital assets Machinery and equipment Total 2,191,086 2,157,309 33,777 30,289 30,289 1,484 1,484 2,222,859 - - - - - - - - (494) 2,190,592 2,190,592 3,104 2,160,413 2,160,413 (3,598) 14,886 14,886 201 201 30,179 45,175 45,175 1,685 1,685 30,179 45,175 45,175 1,685 1,685 14,593 2,237,452 2,237,452 - - - - - - - - 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 2021/22 Final Budget Actual Expenditure R’000 R’000 766,319 766,319 746,515 746,515 19,804 19,804 - 3,433 3,433 201 201 - 3,433 3,433 201 201 769,953 769,953 2021/22 Final Budget Actual Expenditure R’000 R’000 2,209,184 2,209,184 2,182,486 2,182,486 26,698 44,670 44,670 1,624 1,624 26,698 44,670 44,670 1,624 1,624 2,255,478 2,255,478 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 PROGRAMME 3: REHABILITATION Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 2021/22 Final Budget Actual Expenditure R’000 R’000 477,723 - (46,052) 431,671 431,671 - 100.0% 419,363 419,363 1,221,335 644,034 - - (75,544) (61,842) 1,145,791 582,192 1,130,533 582,192 15,258 - 98.7% 100.0% 1,063,048 558,633 1,036,672 558,633 2,343,092 - (183,438) 2,159,654 2,144,396 15,258 99.3% 2,041,044 2,014,668 2,303,487 1,737,695 1,470,700 266,995 565,792 682 185 7,745 30 3,311 8,674 - 1,107 2,642 496 - - - - - - - - - - - - - - - (196,472) (141,035) 2,107,015 1,596,660 2,107,015 1,596,660 - - 100.0% 100.0% 1,995,406 1,547,886 1,974,588 1,542,886 (137,287) (3,748) (55,437) (404) 1,333,413 263,247 510,355 278 1,331,831 264,829 510,355 278 (184) (2,775) (30) 378 (1,493) 1 (150) 62 (397) 1 4,970 - 3,689 7,181 1 957 2,704 99 1 4,970 - 3,689 7,181 1 957 2,704 99 1,582 (1,582) - - - - - - - - - - - 99.9% 100.6% 100.0% 100.0% 100.0% 100.0% - 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 1,293,131 254,755 447,520 237 1,288,131 254,755 431,702 237 - 4,658 - 1,644 7,791 51 1,239 1,992 122 - 4,658 - 1,644 7,791 51 1,239 1,992 122 1.
CORRECTIONAL PROGRAMMES 2.

OFFENDER DEVELOPMENT 3.


PSYCHOLOGICAL, SOCIAL AND SPIRITUAL SERVICES Total for sub programmes Economic Classification Current payments Compensation of employees Salaries and wages Social contributions Goods and services Administrative fees Advertising Minor assets Audit costs: External Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Infrastructure and planning services Laboratory services 2 2 9 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 3 0 PROGRAMME 3: REHABILITATION Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 2021/22 Final Budget Actual Expenditure R’000 R’000 15,479 - 3,665 19,144 19,144 - 100.0% 17,288 17,288 3,970 1 12,695 71,946 251,635 1,243 17,909 7,614 34,554 550 5,289 4,642 64,080 14,223 3 1,121 6 27,797 4,458 1,257 - - - - - - - - - - - - - - - - - - - - (835) (1) 2,521 (7,864) 3,058 6,540 392 (5,396) 27 (486) (1,955) (931) (41,205) (10,751) 3 548 (6) 3,987 (3,322) 655 3,135 - 15,216 64,082 254,693 7,783 18,301 2,218 34,581 64 3,334 3,711 22,875 3,472 6 1,669 - 31,784 1,136 1,912 3,135 - 15,216 64,082 254,693 7,783 18,301 2,218 34,581 64 3,334 3,711 22,875 3,472 6 1,669 - 31,784 1,136 1,912 - - - - - - - - - - - - - - - - - - - - 100.0% - 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% - 100.0% 100.0% 100.0% 3,372 - 8,909 66,284 230,151 9,870 11,333 2,600 19,391 54 3,659 952 25,922 3,906 403 1,292 - 21,087 908 1,941 3,372 - 8,909 66,284 214,493 9,870 11,333 2,600 19,391 54 3,659 952 25,762 3,906 403 1,292 - 21,087 908 1,941 Contractors Agency and support / outsourced services Entertainment Fleet services Inventory: Clothing material and accessories Inventory: Farming supplies Inventory: Food and food supplies Inventory: Fuel, oil and gas Inventory: Learner and teacher support material Inventory: Materials and supplies Inventory: Medical supplies Inventory: Medicine Inventory: Other supplies Consumable supplies Consumable: Stationery, printing and office supplies Operating leases Property payments Transport provided: Departmental activity Travel and subsistence Training and development Operating payments DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 PROGRAMME 3: REHABILITATION Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 2021/22 Final Budget Actual Expenditure R’000 R’000 Venues and facilities Rental and hiring Transfers and subsidies Households Social benefits Other transfers to households Payments for capital assets Buildings and other fixed structures Buildings Machinery and equipment Other machinery and equipment Biological assets Total for sub programmes 146 302 79 79 79 - 39,526 - - 38,393 38,393 1,133 2,343,092 - - - - - - - - - - - - - 686 225 5,998 5,998 5,972 26 7,036 - - 5,679 5,679 1,357 (183,438) 832 527 6,077 6,077 6,051 26 46,562 - - 44,072 44,072 2,490 2,159,654 832 527 6,077 6,077 6,051 26 31,304 - - 28,814 28,814 2,490 2,144,396 - - - - - - 15,258 - - 15,258 15,258 - 15,258 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 67.2% - - 65.4% 65.4% 100.0% 99.3% - 464 7,619 7,619 6,489 1,130 38,019 - - 36,164 36,164 1,855 2,041,044 - 464 7,619 7,619 5,896 1,723 32,461 160 160 30,446 30,446 1,855 2,014,668 2 3 1 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 3 2 Subprogramme: 3.1: CORRECTIONAL PROGRAMMES Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % Current payments Compensation of employees Goods and services Transfers and subsidies Households Payments for capital assets Machinery and equipment Total 477,388 468,618 8,770 - - 335 335 477,723 - - - - - - - - (48,909) 428,479 428,479 (46,289) 422,329 422,329 (2,620) 2,715 2,715 142 142 6,150 2,715 2,715 477 477 6,150 2,715 2,715 477 477 (46,052) 431,671 431,671 - - - - - - - - 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 2021/22 Final Budget Actual Expenditure R’000 R’000 416,531 416,531 411,766 411,766 4,765 2,168 2,168 664 664 4,765 2,168 2,168 664 664 419,363 419,363 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 Subprogramme: 3.2: OFFENDER DEVELOPMENT Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 (84,597) 1,097,891 1,097,891 1,182,488 648,986 533,502 79 79 38,768 - 37,635 1,133 - - - - - - - - - (31,179) (53,418) 2,080 2,080 6,973 - 5,616 1,357 617,807 480,084 2,159 2,159 617,807 480,084 2,159 2,159 45,741 30,483 15,258 - 43,251 2,490 - 27,993 2,490 - 15,258 - 1,221,335 - (75,544) 1,145,791 1,130,533 15,258 - - - - - Expenditure as % of final budget % 100.0% 100.0% 100.0% 100.0% 100.0% 66.6% - 64.7% 100.0% 98.7% 2021/22 Final Budget Actual Expenditure R’000 R’000 1,024,141 1,003,323 599,006 425,135 1,829 1,829 594,006 409,317 1,829 1,829 37,078 31,520 - 35,223 1,855 160 29,505 1,855 1,063,048 1,036,672 Current payments Compensation of employees Goods and services Transfers and subsidies Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Biological assets Total 2 3 3 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 3 4 Subprogramme: 3.3: PSYCHOLOGICAL, SOCIAL AND SPIRITUAL SERVICES Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % Current payments Compensation of employees Goods and services Transfers and subsidies Households Payments for capital assets Machinery and equipment Total 643,611 620,091 23,520 - - 423 423 644,034 - - - - - - - - (62,966) 580,645 580,645 (63,567) 556,524 556,524 601 1,203 1,203 (79) (79) 24,121 1,203 1,203 344 344 24,121 1,203 1,203 344 344 (61,842) 582,192 582,192 - - - - - - - - 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 2021/22 Final Budget Actual Expenditure R’000 R’000 554,734 554,734 537,114 537,114 17,620 3,622 3,622 277 277 17,620 3,622 3,622 277 277 558,633 558,633 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 PROGRAMME 4: CARE Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 1,332,414 1,307,228 R’000 - - R’000 (19,115) (109,240) R’000 1,313,299 1,197,988 R’000 1,363,101 1,148,186 R’000 (49,802) 49,802 Expenditure as % of final budget % 103.8% 95.8% 2021/22 Final Budget Actual Expenditure R’000 1,207,599 1,124,240 R’000 1,207,599 1,124,240 2,639,642 - (128,355) 2,511,287 2,511,287 - 100.0% 2,331,839 2,331,839 2,635,167 1,230,196 1,021,694 208,502 1,404,971 422 18 4,253 1,266 4,582 18 27,840 29,736 127,807 11,570 - - - - - - - - - - - - - - - (137,524) 2,497,643 2,497,871 (228) 100.0% 2,315,310 2,315,310 (144,721) 1,085,475 1,028,902 (119,880) (24,841) 901,814 183,661 866,174 162,728 56,573 35,640 20,933 7,197 1,412,168 1,468,717 (56,549) (42) 11 (2,055) (197) (1,159) (18) (3,736) (1,498) 380 29 2,198 1,069 3,423 - 24,104 28,238 380 29 2,198 1,069 3,423 - 24,104 28,238 (12,659) 115,148 115,148 3,237 14,807 14,807 - - - - - - - - - - 94.8% 96.0% 88.6% 104.0% 100.0% 100.0% 100.0% 100.0% 100.0% - 100.0% 100.0% 100.0% 100.0% 1,014,769 1,014,769 859,050 155,719 859,050 155,719 1,300,541 1,300,541 275 - 1,853 790 4,174 - 25,865 23,948 275 - 1,853 790 4,174 - 25,865 23,948 103,845 103,845 10,084 10,084 1.
NUTRITIONAL SERVICES 2.

HEALTH AND HYGIENE SERVICES Total for sub programmes Economic Classification Current payments Compensation of employees Salaries and wages Social contributions Goods and services Administrative fees Advertising Minor assets Catering: Departmental activities Communication Consultants: Business and advisory services Laboratory services Contractors Agency and support / outsourced services Fleet services 2 3 5 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 3 6 PROGRAMME 4: CARE Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % Inventory: Clothing material and accessories Inventory: Farming supplies 10,242 611 Inventory: Food and food supplies 926,802 Inventory: Fuel, oil and gas Inventory: Learner and teacher support material Inventory: Materials and supplies Inventory: Medical supplies Inventory: Medicine Inventory: Other supplies Consumable supplies Consumable: Stationery, printing and office supplies Operating leases Property payments Transport provided: Departmental activity Travel and subsistence Training and development Operating payments Rental and hiring Interest and rent on land Interest 579 5 2,314 8,603 64,780 30,040 129,590 4,491 120 2,697 136 14,714 1,099 634 2 - - - - - - - - - - - - - - - - - - - - - - 2021/22 Final Budget Actual Expenditure R’000 R’000 9,859 64 9,859 64 903,359 903,359 278 278 8 3,171 21,348 30,248 11,398 8 3,171 21,348 30,248 11,398 (4,010) (561) 6,232 50 6,233 50 (1) - 64,513 991,315 1,048,116 (56,801) (143) 436 436 - (5) (134) (818) (25,352) (15,501) - 2,180 7,785 39,428 14,539 - 2,181 7,783 39,428 14,287 - (1) 2 - 252 100.0% 100.0% 105.7% 100.0% - 100.0% 100.0% 100.0% 98.3% 7,149 136,739 136,739 - 100.0% 130,270 130,270 (2,109) (99) (384) 2,774 746 (661) (116) 24 - - 2,382 21 2,313 2,382 21 2,313 2,910 15,460 2,910 15,460 438 518 26 - - 438 518 26 252 252 - - - - - - - - (252) (252) 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% - - 2,138 2,138 3 3 2,371 2,371 2,401 10,603 1,463 644 81 - - 2,401 10,603 1,463 644 81 - - DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 PROGRAMME 4: CARE Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 2021/22 Final Budget Actual Expenditure R’000 R’000 Transfers and subsidies Households Social benefits Other transfers to households Payments for capital assets Machinery and equipment Other machinery and equipment 505 505 505 - 3,970 3,970 3,970 Total 2,639,642 - - - - - - - - 5,256 5,256 4,521 735 3,913 3,913 3,913 5,761 5,761 5,026 735 7,883 7,883 7,883 5,761 5,761 5,026 735 7,655 7,655 7,655 - - - - 228 228 228 100.0% 100.0% 100.0% 100.0% 97.1% 97.1% 97.1% 6,668 6,668 6,503 165 9,861 9,861 9,861 6,668 6,668 6,503 165 9,861 9,861 9,861 (128,355) 2,511,287 2,511,287 - 100.0% 2,331,839 2,331,839 2 3 7 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 3 8 Subprogramme: 4.1: NUTRITIONAL SERVICES Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 2021/22 Final Budget Actual Expenditure R’000 R’000 Current payments Compensation of employees Goods and services Transfers and subsidies Households Payments for capital assets Machinery and equipment 1,331,855 358,694 973,161 289 289 270 270 Total 1,332,414 Subprogramme: 4.2: HEALTH AND HYGIENE SERVICES - - - - - - - - (22,410) 1,309,445 1,359,247 (49,802) 103.8% 1,205,176 1,205,176 (64,360) 294,334 287,335 6,999 41,950 1,015,111 1,071,912 (56,801) 1,834 1,834 1,461 1,461 2,123 2,123 1,731 1,731 2,123 2,123 1,731 1,731 - - - - 97.6% 105.6% 100.0% 100.0% 100.0% 100.0% 280,923 924,253 1,673 1,673 750 750 280,923 924,253 1,673 1,673 750 750 (19,115) 1,313,299 1,363,101 (49,802) 103.8% 1,207,599 1,207,599 Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 2021/22 Final Budget Actual Expenditure R’000 R’000 Current payments Compensation of employees Goods and services Interest and Rent on Land Transfers and subsidies Households Payments for capital assets Machinery and equipment Total 1,303,312 871,502 431,810 - 216 216 3,700 3,700 1,307,228 - - - - - - - - - (115,114) 1,188,198 1,138,624 49,574 95.8% 1,110,134 1,110,134 (80,361) (34,753) 791,141 397,057 741,567 396,805 - 3,422 3,422 2,452 2,452 - 3,638 3,638 6,152 6,152 252 3,638 3,638 5,924 5,924 49,574 252 (252) - - 228 228 (109,240) 1,197,988 1,148,186 49,802 93.7% 99.9% - 100.0% 100.0% 96.3% 96.3% 95.8% 733,846 376,288 733,846 376,288 - 4,995 4,995 9,111 9,111 - 4,995 4,995 9,111 9,111 1,124,240 1,124,240 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 PROGRAMME 5: SOCIAL REINTEGRATION Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 1,084,565 167,189 45,240 - - - (46,175) (69,515) 11,834 1,038,390 1,038,390 97,674 57,074 97,674 57,074 - - - 100.0% 100.0% 100.0% 2021/22 Final Budget Actual Expenditure R’000 R’000 1,099,333 933,301 41,520 47,021 39,940 47,021 1,296,994 - (103,856) 1,193,138 1,193,138 - 100.0% 1,187,874 1,020,262 1,294,266 1,105,955 920,463 185,492 188,311 137 113 791 1,697 11,667 125 - - 66 3,368 - - - - - - - - - - - - - - - (109,362) 1,184,904 1,184,904 (92,812) (89,644) (3,168) (16,550) (91) (111) (119) (115) (1,634) (125) 11 1 (42) (2,667) 1,013,143 1,013,143 830,819 182,324 171,761 46 2 672 1,582 10,033 - 11 1 24 701 836,142 177,001 171,695 46 2 672 1,582 10,033 - 11 1 24 701 - - (5,323) 5,323 66 - - - - - - - - - - 100.0% 1,171,670 1,009,414 100.0% 100.6% 97.1% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% - 100.0% 100.0% 100.0% 100.0% 1,079,662 915,594 164,068 92,008 35 1 225 1,015 10,399 2 - - 256 918,822 754,754 164,068 90,592 35 1 225 1,015 10,399 2 - - 256 1,108 1,108 1.
SUPERVISION 2.

COMMUNITY REINTEGRATION 3.
OFFICE ACCOMMODATION: COMMUNITY CORRECTIONS Total for sub programmes Economic Classification Current payments Compensation of employees Salaries and wages Social contributions Goods and services Administrative fees Advertising Minor assets Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Infrastructure and planning services Contractors 2 3 9 Agency and support / outsourced services DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 4 0 PROGRAMME 5: SOCIAL REINTEGRATION Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % Entertainment Fleet services Inventory: Clothing material and accessories Inventory: Farming supplies Inventory: Food and food supplies Inventory: Fuel, oil and gas Inventory: Materials and supplies Inventory: Medical supplies Inventory: Medicine Inventory: Other supplies Consumable supplies Consumable: Stationery, printing and office supplies Operating leases Property payments Travel and subsistence Training and development Operating payments Venues and facilities Rental and hiring Interest and rent on land Interest 6 42,924 178 - - 17 224 19 - 173 1,902 5,547 103,853 789 10,853 1,012 1,341 9 1,500 - - - - - - - - - - - - - - - - - - - - - - - (6) 2,030 (72) - - 44,954 44,954 106 106 17 37 (17) (31) (16) - (53) (1,306) (3,202) (2,399) (657) (3,638) (1,012) (502) (9) (822) - - 17 37 - 193 3 - 120 596 17 37 - 193 3 - 120 596 2,345 2,345 101,454 101,454 132 7,215 132 7,215 - 839 - 678 - - - 773 - 678 66 66 - - - - - - - - - - - - - - - - 66 - - (66) (66) - 100.0% 100.0% 100.0% 100.0% - 100.0% 100.0% - 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% - 92.1% - 100.0% - - 2021/22 Final Budget Actual Expenditure R’000 R’000 - - 23,012 21,596 89 89 1 - - 216 17 2 46 672 2,137 46,237 1,049 4,576 62 630 62 159 - - 1 - - 216 17 2 46 672 2,137 46,237 1,049 4,576 62 630 62 159 - - DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 PROGRAMME 5: SOCIAL REINTEGRATION Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % 2021/22 Final Budget Actual Expenditure R’000 R’000 Transfers and subsidies Households Social benefits Other transfers to households Payments for capital assets Machinery and equipment Transport equipment Other machinery and equipment 239 239 79 160 2,489 2,489 - 2,489 Total 1,296,994 - - - - - - - - - 5,630 5,630 5,790 (160) (124) (124) - (124) 5,869 5,869 5,869 - 2,365 2,365 - 5,869 5,869 5,869 - 2,365 2,365 - 2,365 2,365 (103,856) 1,193,138 1,193,138 - - - - - - - - - 100.0% 100.0% 100.0% - 100.0% 100.0% - 100.0% 100.0% 8,706 8,706 8,552 154 7,498 7,498 3,000 4,498 8,706 8,706 8,528 178 2,142 2,142 - 2,142 1,187,874 1,020,262 2 4 1 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 2 4 2 Subprogramme: 5.1: SUPERVISION Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % Current payments Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Households Payments for capital assets Machinery and equipment Total 1,081,876 1,027,467 54,409 - 239 239 2,450 2,450 1,084,565 Subprogramme: 5.2: COMMUNITY REINTEGRATION - - - - - - - - - (51,341) 1,030,535 1,030,535 (104,041) 52,700 923,426 107,109 923,426 107,043 - 5,506 5,506 (340) (340) - 5,745 5,745 2,110 2,110 66 5,745 5,745 2,110 2,110 (46,175) 1,038,390 1,038,390 - - 66 (66) - - - - - 100.0% 100.0% 99.9% - 100.0% 100.0% 100.0% 100.0% 100.0% Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % Current payments Compensation of employees Goods and services Transfers and subsidies Households Payments for capital assets Machinery and equipment Total 167,150 78,488 88,662 - - 39 39 167,189 - - - - - - - - (69,855) 97,295 97,295 11,229 (81,084) 124 124 216 216 89,717 7,578 124 124 255 255 89,717 7,578 124 124 255 255 (69,515) 97,674 97,674 - - - - - - - - 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 2021/22 Final Budget Actual Expenditure R’000 R’000 1,086,455 922,779 1,046,514 885,674 39,941 37,105 - 8,440 8,440 4,438 4,438 - 8,440 8,440 2,082 2,082 1,099,333 933,301 2021/22 Final Budget Actual Expenditure R’000 R’000 38,194 39,614 33,148 5,046 266 266 3,060 3,060 33,148 6,466 266 266 60 60 41,520 39,940 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 Subprogramme: 5.3: OFFICE ACCOMMODATION: COMMUNITY CORRECTIONS Adjusted Budget Shifting of Funds Virement 2022/23 Final Budget Actual Expenditure Variance Economic classification R’000 R’000 R’000 R’000 R’000 R’000 Expenditure as % of final budget % Current payments Goods and services Total 45,240 45,240 45,240 - - - 11,834 11,834 11,834 57,074 57,074 57,074 57,074 57,074 57,074 - - - 100.0% 100.0% 100.0% 2021/22 Final Budget Actual Expenditure R’000 R’000 47,021 47,021 47,021 47,021 47,021 47,021 2 4 3 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22APPROPRIATION STATEMENTfor the year ended 31 March 2023 1.

Detail of transfers and subsidies as per Appropriation Act (after Virement) Detail of these transactions can be viewed in the note on Transfers and Subsidies, and Annexure 1A, 1B and 1C of the Annual Financial Statements.

2.
Explanations of material variances from Amounts Voted (after Virement): 2.1 Per economic classification Economic classification Current payments Compensation of employees Goods and services Interest and rent on land Transfers and subsidies Provinces and municipalities Departmental agencies and accounts Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Biological assets Intangible assets Total Final Budget R’000 25,300,308 18,298,036 7,002,272 - Actual Expenditure R’000 25,413,325 18,238,036 7,172,111 3,178 Variance R’000 (113,017) 60,000 (169,839) (3,178) Variance as a % of Final Budget % -0.45% 0.33% -2.43% 0.00% 722,453 7,647 10,215 704,591 513,223 360,202 147,174 2,899 2,948 26,535,984 624,440 7,370 10,222 606,848 391,475 266,545 119,040 2,899 2,991 26,429,240 98,013 277 (7) 97,743 121,748 93,657 28,134 - (43) 106,744 13.57% 3.62% 0.00% 13.87% 23.72% 26.00% 19.11% 0.00% 0.00% 99.6% 244 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 2023 Explanation of variance: Goods and Services The overspending of R170 million was mainly on items Fleet Services due to high repairs and maintenance costs as well as spares and accessories which went up drastically in the current financial year, Inventory: Fuel, Oil and Gas due to ongoing load shedding in the country that pressured expenditure with high procurement of Fuel, Oil and Gas, Travel and Subsistence due to high number of official trips undertaken during the year, Inventory: Food and Food Supplies due to food inflation and Property Payments due to increase in municipal tariffs above the budgeted inflation.
Interest and Rent on Land: There was an expenditure of R3,178 thousand incurred against a zero budget mainly due to interest paid on arrear salaries as well as interest paid on legal claims.

Transfers and Subsidies: The underspending of R98,013 million (13.57%) is mainly on leave gratuities due to service terminations that were lower than anticipated.
Payment for Capital Assets The underspending is mainly on item: Buildings and Other Fixed Structures due to lower expenditure on Capital Works Programme than projected.

Internal charges In the department, the supplies Programme Administration under activity Stores budget for the cost of buying the required bulk supplies, while client (end user programmes) budget for the cost of buying from supplier Programme.
Bulk materials are procured externally, kept in stock and issued internally across the department cost centres in line with internal requisitions.

The Department uses the objective: Internal Charges to allocate expenditure correctly.

Internal Charges is a fund on the Basic Accounting System (BAS) and is allocated a negative budget.

245 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 2023 REVENUE Annual appropriation Departmental revenue Aid assistance TOTAL REVENUE EXPENDITURE Current expenditure Compensation of employees Goods and services Interest and rent on land Aid assistance Transfers and subsidies Transfers and subsidies Expenditure for capital assets Tangible assets Intangible assets Note 2022/23 R’000 2021/22 R’000 26,535,984 148,142 - 26,684,126 25,943,252 201,940 6,876 26,152,068 18,238,036 7,172,110 3,178 2,548 25,415,872 624,441 624,441 388,484 2,991 391,475 17,678,410 6,688,478 77,244 8,554 24,452,686 816,323 816,323 432,883 295 433,178 TOTAL EXPENDITURE 26,431,788 25,702,187 SURPLUS/(DEFICIT) FOR THE YEAR 252,338 449,881 Reconciliation of Net Surplus/(Deficit) for the year Voted funds Annual appropriation Departmental revenue and NRF receipts Aid assistance SURPLUS/(DEFICIT) FOR THE YEAR 12 2 3 106,744 106,744 148,142 (2,548) 252,338 249,619 249,619 201,940 (1,678) 449,881 246 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22STATEMENT OF FINANCIAL PERFORMANCEfor the year ended 31 March 2023 STATEMENT OF FINANCIAL POSITION for the year ended 31 March 2023 Note 2022/23 R’000 2021/22 R’000 ASSETS Current assets Cash and cash equivalents Prepayments and advances Receivables Non-current assets Prepayments and advances Receivables TOTAL ASSETS LIABILITIES Current liabilities Voted funds to be surrendered to the Revenue Fund Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund Bank overdraft Payables TOTAL LIABILITIES NET ASSETS Represented by: Recoverable revenue Retained funds Unauthorised expenditure TOTAL 9 10 11 276,083 1,622 1,461 273,000 5,337 2,819 2,518 290,838 42,281 3,755 244,802 3,320 - 3,320 281,420 294,158 251,924 106,744 4,876 130,079 10,225 264,690 249,619 4,434 - 10,637 251,924 264,690 29,496 29,468 25,683 3,934 (121) 29,496 23,107 6,482 (121) 29,468 247 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22 STATEMENT OF CHANGES IN NET ASSETS for the year ended 31 March 2023 Recoverable revenue Opening balance Transfers: Debts recovered (included in departmental revenue) Debts raised Closing balance Retained funds Opening balance Utilised during the year Other transfers Closing balance Unauthorised expenditure Opening balance Unauthorised expenditure - current year Less: Amounts approved by Parliament/Legislature with funding Less: Amounts approved by Parliament/Legislature without funding and derecognised Current Capital Transfers and subsidies Less: Amounts recoverable Less: Amounts written off Closing Balance TOTAL Note 2022/23 R’000 2021/22 R’000 23,107 2,576 (3,690) 6,266 25,683 6,482 (2,548) - 3,934 (121) - - - - - (121) 20,946 2,161 (2,348) 4,509 23,107 8,160 (8,554) 6,876 6,482 (121) - - - - - (121) 29,496 29,468 The unauthorised expenditure has been reclassified from Current Assets in the Statement of Financial Position to Net Asset in line with the new PFMA Compliance Reporting Framework.
This reclassification resulted in the comparative figures being restated 248 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22 CASH FLOW STATEMENT for the year ended 31 March 2023 CASH FLOWS FROM OPERATING ACTIVITIES Receipts Annual appropriation funds received Departmental revenue received Interest received Aid assistance received Net decrease in working capital Surrendered to Revenue Fund Current payments Interest paid Transfers and subsidies paid Net cash flow available from operating activities CASH FLOWS FROM INVESTING ACTIVITIES Payments for capital assets Proceeds from sale of capital assets Increase in other financial assets (Increase)/decrease in non-current receivables Net cash flow available from investing activities CASH FLOWS FROM FINANCING ACTIVITIES Increase/(decrease) in net assets Net cash flows from financing activities Net increase/(decrease) in cash and cash equivalents Cash and cash equivalents at beginning of period Cash and cash equivalents at end of period Note 2022/23 R’000 2021/22 R’000 1.1 2 2.3 3 6 16 8 2.4 11 17 26,682,280 26,535,984 145,910 386 - (26,316) (397,319) (25,412,694) (3,178) (624,441) 218,332 (391,475) 1,846 (2,819) 802 (391,646) 2,576 2,576 (170,738) 42,281 (128,457) 26,150,741 25,943,252 200,443 170 6,876 38,319 (771,554) (24,375,442) (77,244) (816,323) 148,497 (433,178) 1,327 - (190) (432,041) 2,161 2,161 (281,383) 323,664 42,281 249 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22 PART A: ACCOUNTING POLICIES Summary of significant accounting policies 4.

Rounding The financial statements have been prepared in Unless otherwise stated financial figures have been accordance with the following policies, which have rounded to the nearest one thousand Rand (R’000).

been applied consistently in all material aspects, unless otherwise indicated.

Management has concluded that 5.


Foreign currency translation the financial statements present fairly the department’s Cash flows arising from foreign currency transactions primary and secondary information.

The historical cost convention has been used, except are translated into South African Rands using the spot exchange rates prevailing at the date of payment/receipt.

where otherwise indicated.

Management has used 6.


Comparative information assessments and estimates in preparing the annual financial statements.

These are based on the best information available at the time of preparation.
Where appropriate and meaningful, additional information has been disclosed to enhance the usefulness of the financial statements and to comply with the statutory requirements of the Public Finance Management Act (PFMA), Act 1 of 1999 (as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the PFMA and the annual Division of Revenue Act.

1.
1.

Basis of preparation 6.1 Prior period comparative information Prior period comparative information has been presented in the current year’s financial statements.

Where necessary figures included in the prior period financial statements have been reclassified to ensure that the format in which the information is presented is consistent with the format of the current year’s financial statements.
6.2 Current year comparison with budget A comparison between the approved, final budget and actual amounts for each programme and economic classification is included in the appropriation statement.

The financial statements have been prepared in accordance with the Modified Cash Standard.

The 7.

Revenue Modified cash standard constitute the cash basis of 7.1 Appropriated funds accounting supplemented with additional disclosure items.
Under the cash basis of accounting, transaction and other events recognised when is received or paid.

Management has concluded that the financial statement presents fairly the department primary and secondary information.

2.

Going concern The financial statements have been prepared on a going concern basis.

3.
3.

Presentation currency Amounts have been presented in the currency of the South African Rand (R) which is also the functional currency of the department Appropriated funds comprises of departmental allocations as well as direct charges against the revenue fund (i.e.

statutory appropriation).

Appropriated funds are recognised in the statement of financial performance on the date the appropriation becomes effective.
Adjustments made in terms of the adjustments budget process are recognised in the statement of financial performance on the date the adjustments become effective.

Appropriated funds are measured at the amounts receivable.

The net amount of any appropriated funds due to/ from the relevant revenue fund at the reporting date is recognised as a payable / receivable in the statement of financial position.

250 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ACCOUNTING POLICIESfor the year ended 31 March 2023 7.2 Departmental revenue c. Expenditure for capital assets; and Departmental revenue is recognised in the statement of d. Payments for financial assets financial performance when received and is subsequently 8.1 Compensation of employees paid into the relevant revenue fund, unless stated otherwise.
8.1.1 Salaries and wages Departmental revenue is measured at the cash amount received.

In-kind donations received are recorded in the notes to the financial statements on the date of receipt and are measured at fair value.

Any amount owing to the relevant revenue fund at the reporting date is recognised as a payable in the statement of financial position.
7.3 Accrued departmental revenue Accruals in respect of departmental revenue (excluding tax revenue) are recorded in the notes to the financial statements when: • it is probable that the economic benefits or service potential associated with the transaction will flow to the department; and • the amount of revenue can be measured reliably.

Salaries and wages are recognised in the statement of financial performance on the date of payment.
8.1.2 Social contributions Social contributions made by the department in respect of current employees are recognised in the statement of financial performance on the date of payment.

Social contributions made by the department in respect of ex-employees are classified as transfers to households in the statement of financial performance on the date of payment.
8.2 Other expenditure Other expenditure (such as goods and services, transfers and subsidies and payments for capital assets) is recognised in the statement of financial performance on the date of payment and measured at the cash amount paid to settle the expenditure incurred.

On acquisition of assets the expense is classified as expenditure for capital The accrued revenue is measured at the fair value of the assets if the total consideration paid is more than the consideration receivable.
Accrued tax revenue (and related interest and/penalties) is measured at amounts receivable from collecting agents.

capitalisation threshold, if less than the capitalisation threshold the expenditure is classified as goods and services.

Write-offs are made according to the department’s debt 8.3 Accruals and payables not recognised write-off policy.

8.
8.

Expenditure In rendering correctional services, a wide range of expenses are incurred and recognised in the statement Accruals and payables not recognised are recorded in the notes to the financial statements at cost or fair value at the reporting date.

8.4 Leases of financial performance on the date of payment.
8.4.1 Operating leases Recognised expenditure is measured at the cash amount paid to settle the expenditure incurred and classified in the general ledger and financial statements according to the Economic Reporting Format categories as follows: Operating lease payments made during the reporting period are recognised as current expenditure in the statement of financial performance on the date of payment.

Operating lease payments received are a.


Current expenditure, comprising of compensation of recognised as departmental revenue.

employees, goods and services and interest and rent on land; b.

Transfers and subsidies; The operating lease commitments are recorded in the notes to the financial statements.

251 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ACCOUNTING POLICIESfor the year ended 31 March 2023 8.4.2 Finance leases Finance lease payments made during the reporting period are recognised as capital expenditure in the statement of financial performance on the date of payment.
Finance For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments and bank overdrafts.

lease payments received are recognised as departmental Cash held on behalf of inmates does not form part of cash revenue.

The finance lease commitments are recorded in the notes and cash equivalents of the department and is separately disclosed on the notes to the financial statements.
to the financial statements and are not apportioned 11.

Prepayments and advances between the capital and interest portions.

Prepayments and advances are recognised in the Finance lease assets acquired at the end of the lease term statement of financial position when the department are recorded and measured at the lower of: receives or disburses the cash.
• • cost, being the fair value of the asset; or Prepayments and advances are initially and subsequently the sum of the minimum lease payments made, measured at cost.

including any payments made to acquire ownership at the end of the lease term, excluding interest.

Prepayments and advances are expensed when goods have been received, or in case of services, when they are 9.

Aid assistance 9.1 Aid assistance received rendered to the department.

12.
12.

Receivables Aid assistance received in cash is recognised in the statement of financial performance when received.

In- kind aid assistance is recorded in the notes to the financial statements on the date of receipt and is measured at fair Receivables are recognised in the statement of financial position at cost plus accrued interest, where interest is charged, less amounts already settled or written-off.

Write-offs are made according to the department’s write- value.

off policy.
off policy.

CARA Funds are recognised when receivable and 13.

Impairment of financial assets measured at the amounts receivable.
Where there is an indication of impairment of a financial Aid assistance not spent for the intended purpose and asset, an estimation of the reduction in the recorded any unutilised funds from aid assistance that are required carrying value, to reflect the best estimate of the amount to be refunded to the donor are recognised as a payable of the future economic benefits expected to be received in the statement of financial position.
from that asset, is recorded in the notes to the financial 9.2 Aid assistance paid statements.

Collective assessment of impairment is applied to groups of receivables, when there is an indication of impairment in a group of similar assets.

Receivables are grouped based on asset type and past due status.

The loss event is based on the increased number of none payments and the payment status.
Receivables outstanding for at least 3 years without any payment and legal disputes are considered as indicators for impairment and indicative of a loss event Aid assistance paid is recognised in the statement of financial performance on the date of payment.

Aid assistance payments made prior to the receipt of funds are recognised as a receivable in the statement of financial position.

10.

Cash and cash equivalents Cash and cash equivalents are stated at cost in the statement of financial position.
Bank overdrafts are shown separately on the face of the statement of financial position as a current liability.

252 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ACCOUNTING POLICIESfor the year ended 31 March 2023 14.

Payables Payables recognised in the statement of financial position Subsequent expenditure that is of a capital nature forms part of the cost of the existing asset when ready for use.

are recognised at cost.


15.3 Intangible capital assets Payables not recognised are recorded in the notes to the Intangible assets are initially recorded in the notes to the financial statements cost.

15.

Capital assets 15.1 Immovable capital assets financial statements at cost.

Intangible assets acquired through a non-exchange transaction are measured at fair value as at the date of acquisition.
Internally generated intangible assets are recorded in the Immovable assets reflected in the asset register of the notes to the financial statements when the department department are recorded in the notes to the financial commences the development phase of the project.

statements at cost or fair value where the cost cannot be determined reliably.

Immovable assets acquired in a non- exchange transaction are recorded at fair value at the date of acquisition.
Immovable assets are subsequently carried in the asset register at cost and are not currently subject to depreciation or impairment.

Subsequent expenditure of a capital nature forms part of the cost of the existing asset when ready for use.

Additional information on immovable assets not reflected in the assets register is provided in the notes to financial statements.
15.2 Movable capital assets Movable capital assets comprise mainly machinery and equipment as well as biological assets that are expected to be held for a period exceeding 12 months.

Biological assets comprise mainly orchards and plantations as well as livestock which are held for agricultural activities.

Biological assets are subsequently carried at fair value.
Where the cost of intangible assets cannot be determined reliably, the intangible capital assets are measured at fair value and where fair value cannot be determined; the intangible assets are measured at R1.

All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1.

Intangible assets are subsequently carried at cost and are not subject to depreciation or impairment.
Subsequent expenditure of a capital nature forms part of the cost of the existing asset when ready for use 15.4 Assets under investigation Assets under investigation are only removed from the asset register once the investigation is complete, the decision to remove has been approved by the relevant authority and control over the asset has been relinquished.
Capital and minor assets which are under investigation are disclosed separately in the notes to the financial Movable capital assets are initially recorded in the notes statements.

to the financial statements at cost.

Movable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition.
Where the cost of movable capital assets cannot be determined reliably, the movable capital assets are measured at fair value and where fair value cannot be determined; the movable assets are measured at R1.

All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1.

15.5 Project costs: Work-in-progress Expenditure of a capital nature is initially recognised in the statement of financial performance at cost when paid.
Amounts paid towards capital projects are separated from the amounts recognised and accumulated in work- in-progress until the underlying asset is ready for use.

Once ready for use, the total accumulated payments are recorded in an asset register.

Subsequent payments to complete the project are added to the capital asset in the Movable capital assets are subsequently carried at cost asset register.

and are not subject to depreciation or impairment.

253 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ACCOUNTING POLICIESfor the year ended 31 March 2023 Where the department is not the custodian of the completed project asset, the asset is transferred to the custodian subsequent to completion.

16.
16.

Provisions and contingents 16.1 Provisions Provisions are recorded in the notes to the financial statements when there is a present legal or constructive obligation to forfeit economic benefits as a result of events in the past and it is probable that an outflow of resources embodying economic benefits or service potential will be required to settle the obligation and a reliable estimate of the obligation can be made.
The provision is measured as the best estimate of the funds required to settle the present obligation at the reporting date.
16.2 Contingent liabilities Contingent liabilities are recorded in the notes to the financial statements when there is a possible obligation that arises from past events, and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department or when there is a present obligation that is not recognised because it is not probable that an outflow of resources will be required to settle the obligation or the amount of the obligation cannot be measured reliably.
The value of claims against the department comprises management’s estimate of merit and quantum of claims against the department as well as legal cost.

Management’s estimate is based on facts, historical data and case law.
16.3 Contingent assets Contingent assets are recorded in the notes to the financial statements when a possible asset arises from past events, and whose existence will be confirmed by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department.
16.4 Capital commitments Capital commitments are recorded at cost in the notes to the financial statements when there is a contractual arrangement or an approval by management in a manner that raises a valid expectation that the department will discharge its responsibilities thereby incurring future expenditure that will result in the outflow of cash.

254 17.

Unauthorised expenditure Unauthorised expenditure is measured at the amount of the confirmed unauthorised expenditure.
Unauthorised expenditure is recognised in the statement of changes in net assets until such time as the expenditure is either: • • approved by Parliament or the Provincial Legislature with funding and the related funds are received; or approved by Parliament or the Provincial Legislature is written off against the without funding and appropriation statement of financial performance; or the in • transferred to receivables for recovery.
Unauthorised expenditure recorded in the notes to the financial statements comprise of • unauthorised expenditure that was under assessment in the previous financial year; • unauthorised expenditure relating to previous financial year and identified in the current year; and • Unauthorised incurred in the current year.

18.

Fruitless and wasteful expenditure Fruitless and wasteful expenditure receivables are recognised in the statement of financial position when recoverable.
The receivable is measured at the amount that is expected to be recovered and is de-recognised when settled or subsequently written-off as irrecoverable.
Fruitless and wasteful expenditure is recorded in the notes to the financial statements when and at amounts confirmed, and comprises of: • • • fruitless and wasteful expenditure that was under assessment in the previous financial year; fruitless and wasteful expenditure relating to previous financial year and identified in the current year; and fruitless and wasteful expenditure incurred in the current year.

19.
19.

Irregular expenditure from irregular expenditure are Losses emanating recognised as a receivable in the statement of financial position when recoverable.

The receivable is measured at the amount that is expected to be recovered and is de- recognised when settled or subsequently written-off as irrecoverable.

DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ACCOUNTING POLICIESfor the year ended 31 March 2023 Irregular expenditure is recorded in the notes to the financial statements when and at amounts confirmed and comprises of: • • irregular expenditure that was under assessment in the previous financial year; irregular expenditure relating to previous financial year and identified in the current year; and 23.
Recoverable revenue Amounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverable from a debtor in the current financial year.

Amounts are either transferred to the National/Provincial Revenue Fund when recovered or are transferred to the statement of financial performance when written-off.

• irregular expenditure incurred in the current year.

24.

Related party transactions 20.


Changes in accounting estimates and errors Changes prospectively in accordance with MCS requirements.

accounting estimates are in applied Correction of errors is applied retrospectively in the period in which the error has occurred in accordance with MCS requirements, except to the extent that it is impracticable to determine the period-specific effects or the cumulative effect of the error.
In such cases the department shall restate the opening balances of assets, liabilities and net assets for the earliest period for which retrospective restatement is practicable.

21.

Events after the reporting date Events after the reporting date that are classified as adjusting events have been accounted for in the financial statements.

The events after the reporting date that are classified as non-adjusting events after the reporting date have been disclosed in the notes to the financial statements.
22.

Principal-Agent arrangements The department is party to a principal-agent arrangement for short/long-term infrastructure delivery interventions, including construction, upgrades and maintenance programme.

In terms of the arrangement the department is the principal and is responsible for needs assessment, approving and funding the programmes or projects.

The department is an agent of National Skills Development Fund (NSF) and is responsible for training of offenders.
All related revenues, expenditures, assets and liabilities have been recognised or recorded in terms of the relevant policies listed herein.

Additional disclosures have been provided in the notes to the financial statements where appropriate.

Related party transactions within the Minister’s portfolio are recorded in the notes to the financial statements when the transaction is not at arm’s length.
The number of individuals and the full compensation of key management personnel is recorded in the notes to the financial statements.

25.

Public-Private Partnerships Public Private Partnerships are accounted for based on the nature and or the substance of the partnership.

The transaction is accounted for in accordance with the relevant accounting policies.
A summary of the significant terms of the PPP agreement, the parties to the agreement, and the date of commencement thereof together with the description and nature of the concession fees received, the unitary fees paid, rights and obligations of the department are recorded in the notes to the financial statements.

26.

Employee benefits The value of each major class of employee benefit recognised and obligation provisions) is recorded in the Employee benefits note.
(accruals, payables not Accruals and payables not recognised for employee benefits are measured at cost or fair value at the reporting date.

The provision for employee benefits is measured as the best estimate of the funds required to settle the present obligation at the reporting date.

255 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ACCOUNTING POLICIESfor the year ended 31 March 2023 1.

Annual Appropriation 1.1.
Annual Appropriation Included are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropriation Act) for National Departments (Voted funds) 2022/23 Actual Funds Received R’000 4,705,879 15,550,377 2,343,092 2,639,642 1,296,994 Final Budget R’000 4,705,879 15,550,377 2,343,092 2,639,642 1,296,994 26,535,984 26,535,984 Funds not requested / not received R’000 - - - - - - Programmes Administration Incarceration Rehabilitation Care Social Reintegration Total 2021/22 Appropriation Received R’000 Funds not requested / not received R’000 4,497,117 15,480,702 2,212,970 2,463,849 1,288,614 Final Budget R’000 4,497,117 15,480,702 2,212,970 2,463,849 1,288,614 25,943,252 25,943,252 - - - - - - 2.
Departmental revenue Sales of goods and services other than capital assets Fines, penalties and forfeits Interest, dividends and rent on land Sales of capital assets Transactions in financial assets and liabilities Total revenue collected Departmental revenue collected 2.1.
Sales of goods and services other than capital assets Note 2.1 2.2 2.3 2.4 2.5 2022/23 R’000 2021/22 R’000 97,581 12,619 386 1,846 35,710 148,142 148,142 66,241 10,131 171 1,327 124,070 201,940 201,940 Note 2022/23 R’000 2021/22 R’000 Sales of goods and services produced by the department Sales by market establishment Administrative fees Other sales Sales of scrap, waste and other used current goods Total 2 94,287 69,409 - 24,878 3,294 97,581 64,765 37,874 - 26,891 1,476 66,241 256 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 2.2.

Fines, penalties and forfeits Fines Forfeits Total 2.3.

Interest, dividends and rent on land Interest Rent on land Total 2.4.

Sales of capital assets Tangible capital assets Machinery and equipment Biological assets Total 2.5.

Transactions in financial assets and liabilities Receivables Other receipts including Recoverable Revenue Total 3.
Aid assistance Opening balance Prior period error As restated Transferred from statement of financial performance Transfers to or from retained funds Paid during the year Closing balance Note 2 Note 2 2022/23 R’000 2021/22 R’000 11,813 806 12,619 9,143 988 10,131 2022/23 R’000 2021/22 R’000 386 - 386 170 1 171 Note 2022/23 R’000 2021/22 R’000 1,846 1,846 - 1,846 1,327 1,326 1 1,327 2022/23 R’000 30,448 5,262 35,710 2021/22 R’000 30,514 93,556 124,070 2 Note 2 Note 2022/23 R’000 2021/22 R’000 - - (2,548) 2,548 - (1,678) 1,678 - 257 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 3.1.

Aid assistance expenditure per economic classification Current Total aid assistance expenditure 3.2.
Donations received in kind (not included in the main note) Various donation Annex 1D Total Note 2022/23 R’000 2,548 2,548 2021/22 R’000 8,554 8,554 Note 2022/23 R’000 2021/22 R’000 278 278 1,158 1,158 The department received various donations in kind from various private persons and companies’ animals, toiletries, toys, electrical appliances, stationery, furniture and equipment, and consumables.

Donated items with the relevant monetary values are listed in Annexure 1D.

4.

Compensation of employees 4.1.


Analysis of balance Basic salary Performance award Service based Compensative/circumstantial Periodic payments Other non-pensionable allowances Total 4.2.
Social contributions Employer contributions Pension Medical UIF Bargaining council Insurance Total Note 2022/23 R’000 11,404,953 4,831 24,380 1,354,734 121,605 2,153,678 15,064,181 Note 2022/23 R’000 1,764,717 1,404,510 - 4,474 154 3,173,855 2021/22 R’000 11,230,406 63,314 25,358 1,121,606 125,360 2,050,968 14,617,012 2021/22 R’000 1,743,550 1,313,360 - 4,268 220 3,061,398 Total Compensation of Employees 18,238,036 17,678,410 Average number of employees 38,135 39,565 258 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 5.
Goods and services Administrative fees Advertising Minor assets Bursaries (employees) Catering Communication Computer services Consultants: Business and advisory services Infrastructure and planning services Laboratory services Legal services Contractors Agency and support / outsourced services Entertainment Audit cost - external Fleet services Inventories Consumables Operating leases Property payments Rental and hiring Transport provided as part of the departmental activities Travel and subsistence Venues and facilities Training and development Other operating expenditure Total Note 2022/23 R’000 2021/22 R’ In 2021/22 an amount of R500 thousand for Venues and facilities was incorrectly classified as Other operating expenditure 5.1.
Minor assets Tangible capital assets Machinery and equipment Biological assets Total Note 2022/23 R’000 2021/22 R’000 14,539 14,323 216 14,539 5 26,420 26,011 409 26,420 259 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 Note 5 2022/23 R’000 106,487 106,959 213,446 2021/22 R’000 116,449 100,508 216,957 Note 2022/23 R’000 2021/22 R’000 50,335 941 3,135 54,411 46,310 - 3,028 49,338 5 Note 2022/23 R’000 2021/22 R’000 118,039 279,569 1,004,874 138,482 2,233 96,147 6,048 59,909 51,002 1,756,303 141,346 227,256 853,058 54,659 2,654 65,494 17,732 57,103 38,694 1,457,996 2022/23 R’000 2021/22 R’000 4,044 46,958 51,002 5,713 32,981 38,694 5.4.1 5 Note 5.4 5.2.
Computer services SITA computer services External computer service providers Total 5.3.

Audit cost - external Regularity audits Investigations Computer audits Total 5.4.

Inventories Clothing material and accessories Farming supplies Food and food supplies Fuel, oil and gas Learning, teaching and support material Materials and supplies Medical supplies Medicine Other supplies Total 5.4.1.

Other supplies Ammunition and security suppliers Other Total 260 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 5.5.

Consumables Consumable supplies Uniform and clothing Household supplies Building material and supplies Communication accessories IT consumables Other consumables Stationery, printing and office supplies Total 5.6.

Property payments Municipal services Property maintenance and repairs Other Total 5.7.

Travel and subsistence Local Foreign Total 5.8.


Other operating expenditure Operating Payments: Courier and delivery services Professional bodies, membership and subscription fees Operating Payments: Printing and publications services Operating Payments: Resettlement cost Other Total 6.
Interest and rent on land Interest paid Total Note 2022/23 R’000 2021/22 R’000 263,172 15,094 206,926 19,543 43 2,165 19,401 45,391 308,563 5 Note 2022/23 R’000 1,568,255 122,756 23,236 1,714,247 2022/23 R’000 223,850 1, 484 225,334 5 Note 5 261,778 44,414 182,530 18,395 31 2,494 13,914 39,735 301,513 2021/22 R’000 1,595,873 131,937 24,707 1,752,517 2021/22 R’000 183,927 427 184,354 Note 2022/23 R’000 2021/22 R’000 2,311 1,046 9,233 7,457 974 21,021 2,399 8,165 9,722 1,466 823 22,575 5 Note 2022/23 R’000 3,178 3,178 2021/22 R’000 77,244 77,244 261 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 7.

Transfers and subsidies Provinces and municipalities Departmental agencies and accounts Households Total 8.
Expenditure for capital assets Tangible capital assets Buildings and other fixed structures Machinery and equipment Biological assets Intangible capital assets Software Note Annex 1A Annex 1B Annex 1C 2022/23 R’000 2021/22 R’000 7,371 10,222 606,848 624,441 7,396 9,841 799,086 816,323 Note 2022/23 R’000 2021/22 R’000 31 29 29 30 388,484 266,545 119,039 2,900 2,991 2,991 432,883 258,905 171,370 2,608 295 295 Total 391,475 433,178 8.1.
Analysis of funds utilised to acquire capital assets – 2022/23 Name of entity Tangible capital assets Buildings and other fixed structures Machinery and equipment Biological assets Intangible capital assets Software Total Voted funds R’000 2022/23 Aid assistance R’000 Total R’000 388,484 266,545 119,039 2,900 2,991 2,991 391,475 - - - - - - - 388,484 266,545 119,039 2,900 2,991 2,991 391,475 8.2.
Analysis of funds utilised to acquire capital assets – 2021/22 Name of entity Tangible capital assets Buildings and other fixed structures Machinery and equipment Biological assets Intangible capital assets Software Total 262 Voted funds R’000 2021/22 Aid assistance R’000 Total R’000 432,883 258,905 171,370 2,608 295 295 433,178 - - - - - - - 432,883 258,905 171,370 2,608 295 295 433,178 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 8.3.

Finance lease expenditure included in Expenditure for capital assets Tangible capital assets Machinery and equipment Total 9.
Cash and cash equivalents Consolidated Paymaster General Account Cash on hand Total Note 2022/23 R’000 2021/22 R’000 18,466 18,466 20,113 20,113 Note 2022/23 R’000 2021/22 R’000 - 1,622 1,622 40,669 1,612 42,281 The department had an overdraft of R130,079 million as disclosed in note 14.

The department holds cash belonging to inmates in custody on their behalf, for purposes of use by inmates on personal items that are allowable at correctional centres in terms of laws and regulations.
Private inmates’ cash does not form part of funds of the State; consequently, such cash is not disclosed in cash and cash equivalents.

At the end of period, inmates’ private cash amounted to R19,424 (R19,885 million: 2021/22).

10.

Prepayments and advances Advances paid (Not expensed) Total Analysis of Total Prepayments and advances Current Prepayments and advances Non-current Prepayments and advances Total 10.1.
Advances paid (Not expensed) 2022/23 R’000 2021/22 R’000 4,280 4,280 1,461 2,819 4,280 3,755 3,755 3,755 3,755 Note 10.1 2022/23 Amount as at 1 April 2022 R’000 Note Less: Amounts expensed in current year R’000 Add / Less: Other R’000 Add Current year advances R’000 Amount as at 31 March 2023 R’000 National departments Public entities Total 10 46 3,709 3,755 (46) (890) (936) - - - 1,461 - 1,461 1,461 2,819 4, 280 263 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 10.1.
Advances paid (Not expensed) (continued) 2021/22 Amount as at 1 April 2021 R’000 Note Less: Amounts expensed in current year R’000 Add / Less: Other R’000 Add Current year advances R’000 Amount as at 31 March 2022 R’000 46 56,434 56,480 - (52,725) (52,725) 10 - - - - - - 46 3,709 3,755 Note 11.1 11.2 11.3 11.4 Current R’000 12,854 79,348 69,014 111,784 273,000 2022/23 Non- current R’000 - - 2,518 - 2,518 Total R’000 12,854 79,348 71,532 111,784 275,518 Current R’000 1,838 68,558 62,712 111,694 244,802 2021/22 Non- current R’000 - - 3,320 - 3,320 Total R’000 1,838 68,558 66,032 111,694 248,122 National departments Public entities Total 11.
Receivables Claims recoverable Recoverable expenditure Staff debt Other receivables Total 11.1.

Claims recoverable Note 11 2022/23 R’000 12,854 12, 854 2021/22 R’000 1,838 1,838 Note 2022/23 R’000 2021/22 R’000 110 13 33,431 5,354 37,131 9 1,835 145 1,177 143 79,348 34 - 31,267 5,355 30,329 11 26 318 965 253 68,558 11 National departments Total 11.2.
Recoverable expenditure Disallowance Miscellaneous Disallowance Damages and Loses Disallowance Damages and Loses Disallowance Payment Fraud Damage Vehicles Private Telephone Salary: Disallowance Account Salary: Deduction Disallowance Account Salary: Tax Debt Receipt control account Total 264 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 11.3.
Staff debt Debt Account Total 11.4.

Other receivables Bloemfontein Correctional Centre (PPP) Other Debtors Total 11.5.

Impairment of receivables Estimate of impairment of receivables Total 12.
Voted funds to be surrendered to the Revenue Fund Opening balance Transferred from statement of financial performance (as restated) Paid during the year Closing balance Note 11 2022/23 R’000 2021/22 R’000 71,532 71,532 66,032 66,032 Note 2022/23 R’000 2021/22 R’000 110,672 1,112 111,784 110,672 1,022 111,694 11 Note 2022/23 R’000 115,336 115,336 2021/22 R’000 106,980 106,980 Note 2022/23 R’000 2021/22 R’000 249,619 106,744 (249,619) 106,744 571,126 249,619 (571,126) 249,619 13.
Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund Opening balance Transferred from statement of financial performance (as restated) Paid during the year Closing balance 14.

Bank overdraft Note 2022/23 R’000 2021/22 R’000 4,434 148,142 (147,700) 4,876 2,922 201,940 (200,428) 4,434 Note 2022/23 R’000 2021/22 R’000 Consolidated Paymaster General account Total 130,079 130,079 - - 265 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 15.

Payables - current Clearing accounts Other payables Total 15.1.

Clearing accounts Description Salary Accounts Transport Account Total 15.2.

Other payables Description Rental Deposit Total 16.
Net cash flow available from operating activities Net surplus/(deficit) as per Statement of Financial Performance Add back non-cash/cash movements not deemed operating activities (Increase)/decrease in receivables (Increase)/decrease in prepayments and advances Increase/(decrease) in payables - current Proceeds from sale of capital assets Expenditure on capital assets Surrenders to Revenue Fund Net cash flow generated by operating activities Note 15.1 15.2 2022/23 R’000 2021/22 R’000 10,207 18 10,225 10,624 13 10,637 Note 2022/23 R’000 2021/22 R’000 10,207 - 10,207 10,008 616 10,624 2022/23 R’000 2021/22 R’000 18 18 13 13 15 Note 15 Note 2022/23 R’000 2021/22 R’000 252,338 (34,006) (28,198) 2,294 (412) (1,846) 391,475 (397,319) 218,332 449,881 (301,384) (15,461) 52,725 1,055 (1,327) 433,178 (771,554) 148,497 17.
Reconciliation of cash and cash equivalents for cash flow purposes Note 2022/23 R’000 (130,079) 1,612 (128,457) 2021/22 R’000 40,669 1,612 42,281 Consolidated Paymaster General account Cash on hand Total 266 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 18.

Contingent liabilities and contingent assets 18.1.


Contingent liabilities Liable to Housing loan guarantees Claims against the department Intergovernmental payables Total Nature Note Employees Annex 2A Annex 2B Annex 4 2022/23 R’000 343 662,496 3,410,043 4,072,882 2021/22 R’000 488 647,753 2,823,822 3,472,063 The cases reported under contingent liabilities in Annexure 2A represent housing loan guarantees that were issued to employees still in the employment of DCS.
Any possible outflow of funds will firstly be recovered from salary or service benefits of the employee before any debt is raised.

The cases reported under contingent liabilities in Annexure 2B represent legal cases instituted against DCS which are in various stages of investigation/legal action.

The cases reported under Annexure 4 are unconfirmed balances where the department is disputing the amounts owed to other departments or the services rendered to the department are still under investigation.
18.2.

Contingent assets Nature of contingent asset Nature of contingent asset Breach of Contract Stolen State Vehicle Total 19.
Capital commitments Buildings and other fixed structures Building Machinery and equipment Transport Equipment Computer Equipment Furniture and equipment Other Machinery and Equipment Biological Asset Total Note 2022/23 R’000 2021/22 R’000 51,175 185 51,360 48,827 165 48,992 Note 2022/23 R’000 2021/22 R’000 472,510 472,510 25,273 7,837 2,874 101 14,461 195 497,978 92,606 92,606 9,833 - 560 675 8,598 314 102,753 Capital commitments for Buildings and Other Fixed Structures increase is due to the re-assigned both ISS and access control projects from DPWI to both the IDT and DBSA to achieve a quick delivery time.
267 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 20.

Accruals and payables not recognised 20.1.
Accruals Listed by economic classification Goods and services Transfers and subsidies Capital assets Other Total Listed by programme level Programme 1: Administration Programme 2: Incarceration Programme 3: Rehabilitation Programme 4: Care Programme 5: Social Reintegration Total 30 Days R’000 Note 348,759 1,165 557 162 350,643 2022/23 30+ Days R’000 24,307 - 67 - 24,374 Total R’000 373,066 1,165 624 162 375,017 2021/22 Total R’000 310,214 1,274 27,196 - 338,684 Note 2022/23 R’000 2021/22 R’000 101,209 237,470 12,292 20,966 3,080 375,017 90,175 228,660 5,348 12,446 2,055 338,684 Accruals mainly consist of services rendered by organs of State where services were rendered during the financial year under review but invoices were received after year-end.
Material amount of accruals is mainly municipal charges which were paid after year- end 20.2.
Payables not recognised Listed by economic classification Goods and services Transfers and subsidies Capital assets Other Total Listed by programme level Programme 1: Administration Programme 2: Incarceration Programme 3: Rehabilitation Programme 4: Care Programme 5: Social Reintegration Total 268 30 Days R’000 Note 161,596 39,491 11,880 37 213,004 2022/23 30+ Days R’000 12,911 212 192 12 13,327 Total R’000 174,507 39,703 12,072 49 226,331 2021/22 Total R’000 82,917 41,831 12,567 2,422 139,737 Note 2022/23 R’000 2021/22 R’000 136,393 60,442 18,974 9,847 675 226,331 106,983 23,218 4,468 4,645 423 139,737 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 20.2.

Payables not recognised (continued) Included in the above totals are the following: Confirmed balances with other departments Confirmed balances with other government entities Total 21.
Employee benefits Leave entitlement Service bonus Performance awards Capped leave Other Total Note Annex 5 Annex 5 2022/23 R’000 51,401 260,505 311,906 Note 2022/23 R’000 737,542 489,258 106 402,823 55,327 1,685,056 2021/22 R’000 29,156 188,897 218,053 2021/22 R’000 757,430 485,447 79 437,147 116,081 1,796,184 Included in the leave entitlement is a negative amount of R116,5 million of 11 438.09 negative leave days.
At this stage the department is not able to reliably measure the long-term portion of the long service awards.

Other consists of long service awards R639 thousand (R705 thousand) and provision for Occupational Specific Dispensation Phase 2 for Correctional Officials R54,688 million (R115,376 million) 22.

Lease commitments 22.1.
Operating leases Not later than 1 year Later than 1 year and not later than 5 years Later than 5 years Total lease commitments Not later than 1 year Later than 1 year and not later than 5 years Later than 5 years Total lease commitments 2022/23 Machinery and equipment R’000 Total R’000 49,493 52,812 - 102,305 49,493 52,812 - 102,305 2021/22 Machinery and equipment R’000 Total R’000 8,660 15,034 - 23,694 8,660 15,034 - 23,694 The assets held under operating lease arrangements consists of motor vehicles for use by community corrections officials.
The lease commitment represents the value of rentals for the period remaining on active lease contracts.

The lease commitment represents the value of rentals for the period remaining on active lease contracts.

There is no escalation since the prices are fixed for the duration of the lease which is three (3) years.

There is no option for renewal.

269 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 22.2.
Finance leases ** Not later than 1 year Later than 1 year and not later than 5 years Later than 5 years Total lease commitments Not later than 1 year Later than 1 year and not later than 5 years Later than 5 years Total lease commitments 2022/23 Machinery and equipment R’000 Total R’000 15,665 11,702 - 27,367 15,665 11,702 - 27,367 2021/22 Machinery and equipment R’000 Total R’000 15,450 11,870 - 27,320 15,450 11,870 - 27,320 The assets held under finance lease arrangements consist office equipment leased for use by management areas, head office and correctional centres.
The lease commitment represents the value of rentals for the period remaining on active lease contracts.

There are no assets that are sub-let, There is no escalation since the prices are fixed for the duration of the lease.

There is an option of renewal for the period of 24 months with a 0% rental amount and also the option of renewal for a period of 36 months on a fixed rate rental.

Note 2022/23 R’000 2021/22 R’000 455 455 42 42 Note 2022/23 R’000 2021/22 R’000 42 (42) 455 455 15 (15) 42 42 23.
Accrued departmental revenue Sales of goods and services other than capital assets Total 23.1.

Analysis of accrued departmental revenue Opening balance Less: amounts received Add: amounts recorded Closing balance 270 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 24.
Unauthorised, Irregular and Fruitless and wasteful expenditure Unauthorised expenditure - current year Irregular expenditure - current year Fruitless and wasteful expenditure - current year Total 25.
Related party transactions Note 2022/23 R’000 - 194,770 953 195,723 2021/22 R’000 - 954,832 75,989 1,030,821 Department of Correctional Services is related to the Departments of Justice and Constitutional Development and the Office of the Chief Justice since they are subject to the same control of the Minister of Justice and Correctional Services, including the following entities: of related party entities Guardian Fund Legal Aid South Africa Presidents Fund Special Investigation Unit The South African Human Rights Commission The Public Protector Third Party Fund Criminal Assets Recovery Account 26.
Key management personnel Political office bearers Officials: Level 15 to 16 Level 14 Family members of key management personnel Total 27.

Public private partnership Unitary fee paid Indexed component Analysis of indexed component Goods and services (excluding lease payments) No.
of Individuals 1 13 38 21 2022/23 R’000 2021/22 R’000 1,813 1,732 20,139 45,642 11,149 78,743 22,956 40,174 13,752 78,614 2022/23 R’000 Note 2021/22 R’000 1,061,367 1,061 367 1,061,367 1,061,367 983,441 983,441 983,441 983,441 271 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 27.
Public private partnership (continued) 27.1 Public Private Partnerships (PPP) 27.1.1 A description of the arrangement To design, finance, build and manage a maximum security correctional centre for a contract period of 25 years.
The contractor Bloemfontein Correctional Contracts is currently operating Mangaung Maximum Security Correctional Centre (MCC) in the Free State Province and the contractor South African Custodial Services is currently operating Kutama-Sinthumule Maximum Security Correctional Centre (KSCC) in the Limpopo Province.

The PPP contracts for MCC commenced on 01 July 2001 and will end on 30 June 2026.

PPP for KSCC commenced on 16 February 2002 and will end on 15 February 2027.
27.1.2 Significant terms of the arrangement that may affect the amount, timing and certainty of future cash flows The cash flow models for the two PPP projects were created.

The cash flow models enable the Department to determine the estimated costs of the two projects over their 25-year contract period.

The contract fee is based on the daily available bed spaces.

This fee is split into components, the fixed component and the indexed component for each year.
The indexed component is escalated on each review date (every six months) as stipulated in the contract.

The fixed components will however remain the same for a period of 15 years (Bloemfontein) and 17 years (Limpopo) where after the fixed fee will cease.

27.1.3 The nature and extent of: Rights to use specified assets: Assets are managed and maintained by the contractor for the duration of the contract period.
Intellectual Property Rights: All rights in data, reports, drawings, models, specifications and/or other material produced by or on behalf of the department shall vest in and be the property of the State and the contractor is granted an irrevocable non- exclusive and royalty-free license to use such material for the purpose of the agreement.

272 Obligations to provide or rights to expect provisions of services.
The Contractor • Construction of the correctional centre: • Maintenance and operation of the correctional centre for the contract period of 25 years.

• Keep inmates in safe custody.

• Maintaining order, discipline, control and a safe environment.

• Providing decent conditions and meeting inmates’ needs.

• Providing structured day programmes.

• Preparing inmates for reintegration to the community.

• Delivering correctional centre services.

• Involvement with the community.


Department of Correctional Services: • • • • To ensure that there are always inmates placed in available inmate spaces.

To pay the contractor on a monthly basis.

To manage the contract on a monthly basis.

To release offenders Obligations to acquire or build items of property, plant and equipment.

Original buildings constructed according to departmental specifications.

Any further changes/alterations and additions to be negotiated.
Obligations to deliver or rights to receive specified assets at the end of the concession period.

All assets including equipment become the property of the State after expiry of the contract period.

Renewal and termination options.

Can be negotiated if so directed by Government.

Other rights and obligations.

All maintenance obligations are the responsibility of the contractor for the entire contract period.

Changes in the arrangement occurring during the period.
May be done by means of negotiations between both parties.

DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 27.

Public private partnership (continued) Commitments The Department is committed for the remainder of the two PPP contracts.

The index fee for MCC is committed until 2026 while the fixed fee commitment for MCC ended 30 June 2016.
Index fee for KSCC is committed until 15 February 2027 while the fixed fee commitment for has ended on 15 February 2019.

The are no rights, including tangible or intangible capital assets to be provided to the private party in terms of the PPP agreement.

There are no financial obligations in terms of the PPP agreement other than the payment of the index fees Approved and contracted Current expenditure (Index fee) Total 28.
Provisions Legal claims against the department Total Note 2022/23 R’000 2021/22 R’000 4,099,830 4,099,830 4,960,354 4,960,354 Note 2022/23 R’000 1,454 1,454 2021/22 R’000 1,242 1,242 The provision for legal claims relates to court judgements and settlement agreements.

Some provisions include settlement memoranda which have not yet been accepted by the other parties, and court orders against the department without quantum.
The timing and amount of the cash outflows will be determined by either the acceptance of settlement amounts or court rulings on quantum.

28.1.
28.1.

Reconciliation of movement in provisions - Current year Opening balance Increase in provision Settlement of provision Change in provision due to change in estimation Closing balance Provision 1 Provision 2 Provision 3 2022/23 R’000 R’000 R’000 1,242 1,230 (1,018) 1,454 - - - - - - - - Total provisions R’000 1,242 1,230 (1,018) 1,454 The provision for legal claims relates to court judgements and settlement agreements.

273 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 28.

Provisions (continued) Reconciliation of movement in provisions - Prior year Opening balance Increase in provision Settlement of provision Change in provision due to change in estimation Closing balance 29.
Movable Tangible Capital Assets Provision 1 Provision 2 Provision 3 2021/22 R’000 R’000 R’000 743 878 (284) (95) 1,242 - - - - - - - - - - Total provisions R’000 743 878 (284) (95) 1,242 MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2023 MACHINERY AND EQUIPMENT Transport assets Computer equipment Furniture and office equipment Other machinery and equipment Opening balance R’000 2,527,387 1,272,468 467,457 115,126 672,336 BIOLOGICAL ASSETS Biological assets 99,526 99,526 18,398 18,398 2022/23 Value adjustments R’000 Additions R’000 Disposals R’000 - - - - - 116,374 38,198 24,836 2,911 50,429 14,606 14,606 50,512 28,120 9,660 1,455 11,277 28,971 28,971 Closing balance R’000 2,593,249 1,282,546 482,633 116,582 711,488 103,559 103,559 TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 2,626,913 18,398 130,980 79,483 2,696,808 Movable Tangible Capital Assets under investigation Number Note Value R’000 Included in the above total of the movable tangible capital assets per the asset register that are under investigation: Heritage assets Machinery and equipment Biological assets Total 993 85 1,078 18,192 671 18,863 Assets under investigation comprise of assets that are lost, ear-marked for disposals or were not found during asset verification 274 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 29.1.
MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2022 2021/22 Opening balance R’000 Prior period error R’000 Additions R’000 Disposals R’000 2,341,733 1,154,918 398,990 86,673 701,152 111,876 111,876 8,468 46,148 (7,003) 26,063 (56,740) 206,962 82,446 82,455 2,953 39,108 109 109 10,110 10,110 29,776 11,044 6,985 563 11,184 22,569 22,569 Closing balance R’000 2,527,387 1,272,468 467,457 115,126 672,336 99,526 99,526 2,453,609 8,577 217,072 52,345 2,626,913 MACHINERY AND EQUIPMENT Transport assets Computer equipment Furniture and office equipment Other machinery and equipment BIOLOGICAL ASSETS Biological assets TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 29.1.1.
Prior period error Nature of prior period error Relating to 2021/22 [affecting the opening balance] Machinery and Equipment Biological Relating to 2021/22 Total prior period errors Note 2021/22 R’000 8,577 8,468 109 - 8,577 Correction of a prior period error where assets were either valued or classified erroneously and have been corrected to their fair value, cost price or appropriate categories 275 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 29.

Movable Tangible Capital Assets (continued) 29.2.
Minor assets MOVEMENT IN MINOR CAPITAL ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2023 2022/23 Intangible assets R’000 Machinery and equipment R’000 Biological assets R’000 - - - - - 678,635 - 14,507 10,105 683,037 9,285 (1,386) 2,594 2,348 8,145 Intangible assets Machinery and equipment Biological assets 28 1 29 45 584,885 584,930 5 4,016 4,021 Opening balance Value adjustments Additions Disposals Total Minor assets Number of R1 minor assets Number of minor assets at cost Total number of minor assets Minor capital assets under investigation Included in the above total of the minor capital assets per the asset register that are under investigation: Machinery and equipment Biological assets Number Note 2,588 26 Total R’000 687,920 (1,386) 17,101 12,453 691,182 Total 78 588,902 588,980 Value R’000 3,354 105 Assets under investigation comprise of assets that are lost, ear-marked for disposals or were not found during asset verification MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2022 2021/22 Intangible assets R’000 Machinery and equipment R’000 Biological assets R’000 - - - - - 659,983 1,736 26,777 9,861 678,635 8,285 (22) 4,302 3,280 9,285 Total R’000 668,268 1,714 31,079 13,141 687,920 Opening balance Prior period error Additions Disposals Total Minor assets 276 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 29.

Movable Tangible Capital Assets (continued) Number of R1 minor assets Number of minor assets at cost Total number of minor assets 29.2.1.
Prior period error Intangible assets Machinery and equipment Biological assets 28 - 28 45 586,770 586,815 5 4,187 4,192 Nature of prior period error Relating to 2021/22 [affecting the opening balance] Machinery and Equipment Biological Total prior period errors Note Total 78 590,957 591,035 2021/22 R’000 1,714 1,736 (22) 1,714 Correction of a prior period error where assets were either valued or classified erroneously and have been corrected to their fair value, cost price or appropriate categories 29.3.
Movable tangible capital assets written off MOVABLE CAPITAL ASSETS WRITTEN OFF FOR THE YEAR ENDED 31 MARCH 2023 Assets written off Total movable assets written off Machinery and equipment R’000 2022/23 Biological assets R’000 Total R’000 60,617 60,617 31,319 31,319 91,936 91,936 MOVABLE CAPITAL ASSETS WRITTEN OFF FOR THE YEAR ENDED 31 MARCH 2022 Assets written off Total movable assets written off Machinery and equipment R’000 2021/22 Biological assets R’000 Total R’000 19,915 19,915 19,289 19,289 39,204 39,204 277 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 30.

Intangible Capital Assets MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2023 SOFTWARE TOTAL INTANGIBLE CAPITAL ASSETS 2022/23 Opening balance R’000 Additions R’000 Disposals R’000 295 295 2,991 2,991 Closing balance R’000 - - 3,286 3,286 30.1.
MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2022 2021/22 Opening balance R’000 Prior period error R’000 Additions R’000 Disposals R’000 SOFTWARE TOTAL INTANGIBLE CAPITAL ASSETS - - - - 295 295 30.2.
Intangible capital assets: Capital Work-in-progress CAPITAL WORK-IN-PROGRESS FOR THE YEAR ENDED 31 MARCH 2023 Closing balance R’000 - - 295 295 Opening balance 1 April 2022 R’000 357,172 357,172 Current Year WIP R’000 Ready for use (Assets to the AR) / Contracts terminated R’000 Closing balance 31 March 2023 R’000 - - - - 357,172 357,172 Note Annex 7 Intangible assets Total CAPITAL WORK-IN-PROGRESS FOR THE YEAR ENDED 31 MARCH 2022 Opening balance 1 April 2021 R’000 357,172 357,172 Prior period error R’000 Current Year WIP R’000 Ready for use (Assets to the AR) / Contracts terminated R’000 Closing balance 31 March 2022 R’000 - - - - - - 357,172 357,172 Note Intangible assets Total 278 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 31.
Immovable Tangible Capital Assets MOVEMENT IN IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2023 BUILDING AND OTHER FIXED STRUCTURES Dwellings Non-residential buildings Other fixed structures Opening balance R’000 1,098,037 - 1,555 1,096,482 TOTAL IMMOVABLE TANGIBLE CAPITAL ASSETS 1,098,037 2022/23 Additions R’000 Disposals R’000 - - - - Closing balance R’000 1,098,037 - 1,555 1,096,482 1,098,037 - - - - 31.1.
MOVEMENT IN IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2022 2021/22 Opening balance R’000 Prior period error R’000 Additions R’000 Disposals R’000 BUILDINGS AND OTHER FIXED STRUCTURES Dwellings Non-residential buildings Other fixed structures 1,098,037 - 1,555 1,096,482 TOTAL IMMOVABLE TANGIBLE CAPITAL ASSETS 1,098,037 - - - - - - - - 31.2.
Immovable tangible capital assets: Capital Work-in-progress CAPITAL WORK-IN-PROGRESS FOR THE YEAR ENDED 31 MARCH 2023 Closing balance R’000 1,098,037 - 1,555 1,096,482 1,098,037 - - - - 2022/23 Opening balance 1 April 2022 Current Year WIP Ready for use (Assets to the AR) / Contracts terminated Closing balance 31 March 2023 Buildings and other fixed structures Total Note Annex 7 R’000 R’000 R’000 R’000 644,439 644,439 109,370 109,370 - - 753,809 753,809 279 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 31.
Immovable Tangible Capital Assets (continued) Payables not recognised relating to Capital WIP Amount relating to progress certificates received Total Note 2022/23 R’000 2021/22 R’000 1,125 1,125 - - CAPITAL WORK-IN-PROGRESS FOR THE YEAR ENDED 31 MARCH 2022 2021/22 Prior period error R’000 Current Year WIP R’000 Ready for use (Assets to the AR) / Contracts terminated R’000 Closing balance 31 March 2023 R’000 - - 75,269 75,269 - - 644,439 644,439 Note Opening balance 1 April 2022 R’000 569,170 569,170 Buildings and other fixed structures Total 32.
Principal-agent arrangements 32.1.
Department acting as the principal Management Fees paid to IDT Management Fees paid to DBSA Total 2022/23 R’000 2021/22 R’000 6,552 2,990 9,542 3,495 1,161 4,656 The total amount paid to IDT is R100,473 million (R0 :2021/22) and the total amount paid to DBSA is R51,152 million (R11,388: 2021/22) No payments were made to IDT during 2021/22 as there was an uncleared advance payment made of R56,480 million in the 2019/20 financial year The principal-agent relationship between the Department and IDT and DBSA is based on fixed-term Memoranda of Agreement (MoA) and the management fees are based on services rendered by the agents.
The role of both IDT and DBSA is that of an agent on behalf of the Department on some of the infrastructure projects.

If the arrangement as per MoAs is terminated, there would not be any cost implications for the Department.

The department re-assigned both ISS and access control projects from DPWI to both the IDT and DBSA to achieve a quick delivery time.
IDT has been assigned 18 ISS projects, 7 Access Control projects, 4 backup power generators, and refurbishment of a correctional centre (CC) to provide additional bed space of 600 beds.
DBSA has been assigned a bed-space creating project for 500 beds; major refurbishment projects; major repairs projects which include repairs of living quarters; replacement of temporary structure at one of the correctional centres; installation of kitchen equipment at various centres, and repair and replacement of boilers in one of the centres.

280 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.


22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 32.2.

Department acting as the agent 32.2.1.

Revenue received for agency activities National Skills Fund Total 32.2.2.
Reconciliation of funds and disbursements - Current year Category of revenue or expenditure per arrangement National Skills Fund Total Reconciliation of funds and disbursements - Prior year Category of revenue or expenditure per arrangement National Skills Fund Total 2022/23 R’000 2021/22 R’000 6,876 6,876 - - 2022/23 Total funds received R’000 Expenditure incurred against funds R’000 2,548 2,548 - - 2021/22 Total funds received R’000 6,876 6,876 Expenditure incurred against funds R’000 7,979 7,979 The principal-agent relationship between the department and National Skills Fund (Principal) is based on an implementation protocol agreement.
The funding is for the training of 5 480 offenders as part of the offender training programme.

The department contributes to achievement of the broad objectives of the NSDS as amended by means of providing needs-based skills development opportunities to offenders as part of their rehabilitation to prepare them for a sustainable life as law abiding citizens after release.

The department receives no compensation for the transactions carried out on behalf of NSF.
The current agreement will end 31 March 2023 281 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 33.

Prior period errors 33.1.
Correction of prior period errors Assets: Capital Assets: Machinery and Equipment Capital Assets: Biological Assets Minor Assets: Machinery and Equipment Minor Assets: Biological Assets Net effect Amount before error correction 2021/22 R’000 Prior period error Amount 2021/22 R’000 Restated Amount 2021/22 R’000 Note 2,518,919 99,417 676,899 9,307 3,304,542 8,468 109 1,736 (22) 10,291 2,527,387 99,526 678,635 9,285 3,314,833 Correction of a prior period error where assets were either valued or classified erroneously and have been corrected to their fair value, cost price or appropriate categories Liabilities: Contingent Liabilities Net effect Amount before error correction 2021/22 R’000 Prior period error Amount 2021/22 R’000 Restated Amount 2021/22 R’000 Note 645,645 645,645 2,108 2,108 647,753 647,753 Contingent Liabilities: The opening balance of 2021/22 year was understated as recognised in the financial statements 34.
BROAD BASED BLACK ECONOMIC EMPOWERMENT PERFORMANCE Information on compliance with the B-BBEE Act is included in the annual report under the section titled B-BBEE Compliance Performance Information.

35.

COVID 19 Response Expenditure Goods and services Expenditure for capital assets Total Note Annexure 11 2022/23 R’000 2021/22 R’000 4,144 5 4,149 28,371 6,093 34,464 282 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22NOTES TO THE ANNUAL FINANCIAL STATEMENTfor the year ended 31 March 2023 ANNEXURE 1A STATEMENT OF CONDITIONAL GRANTS AND OTHER TRANSFERS PAID TO MUNICIPALITIES GRANT ALLOCATION 2022/23 TRANSFER SPENT 2021/22 Name of Municipality DoRA and Other transfers Roll overs Adjustments Total Available Actual transfer Funds withheld Re- allocations by National Treasury or National department Amount received by department Amount spent by department Unspent funds R’000 R’000 R’000 R’000 R’000 R’000 % R’000 R’000 R’000 Provinces Municipalities TOTAL 1,427 6,220 7,647 - - - (289) 289 - 1138 6509 7,647 861 6,509 7,370 - - - - - - - - - - - - - - - % of available funds spent by department % - - - DORA and other transfers Actual transfers R’000 R’000 1,253 5,969 7,222 1,253 6,142 7,395 Transfers to Provincial Departments responsible for transport and Municipalities is expenditure relating to registration and renewal of licences for state owned vehicles 2 8 3 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 2 8 4 ANNEXURE 1B STATEMENT OF TRANSFERS TO DEPARTMENTAL AGENCIES AND ACCOUNTS TRANSFER ALLOCATION TRANSFER 2022/23 2021/22 Departmental Agency or Account Adjusted Budget R’000 Roll overs R’000 Adjustments R’000 Total Available R’000 Actual transfer R’000 % of available funds transferred % Final Budget R’000 Actual transfer R’000 Safety and Security sector and Training Authority (SASSETA) TOTAL 10,215 10,215 - - - - 10,215 10,222 100% 9,841 9,841 10,215 10,222 100% 9,841 9,841 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 ANNEXURE 1C STATEMENT OF TRANSFERS TO HOUSEHOLDS TRANSFER ALLOCATION TRANSFER 2022/23 2021/22 Higher Education Institution Adjusted Budget R’000 Roll overs R’000 Adjustments R’000 Total Available R’000 Actual transfer R’000 Amount not transferred R’000 % of available funds transferred % Final Budget R’000 Actual transfer R’000 Leave Gratuity Poverty Relief Prisoner Gratuity (Pocket Money) Claim Post Retirement Benefit Injury on Duty TOTAL 104,277 - 32,073 - 1528 565,780 37 703,695 - - - - - - - - (15,207) 51 2,723 - 12,433 - - - 89,070 - 34,796 - 13,961 565,780 37 703,695 78,482 51 34,324 - 13,961 480,030 - 606,848 88% 100% 99% - 100% 85% 0% - - - - - - - - 119,515 - 29,903 - 3,226 503,078 12,634 668,356 104,780 33 30,373 - 122,264 541,636 - 799.086 2 8 5 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 2 8 6 ANNEXURE 1D STATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS RECEIVED Nature of gift, donation or sponsorship Animals Sports and Recreation Computer equipment and software Books Food and related products Toiletries Electrical appliances Toys, baby accessories and recreation Accommodation Furniture and Equipment COVID – 19 Personal Protective Equipment Other Name of organisation Received in cash Various Private Persons/Companies Various Private Person/Companies Various Private Person/Companies Various Private Persons/Companies Various Private Person/Companies Various Private Person/Companies Various Private Person/Companies Various Private Person /Companies Various Private Person /Companies Various Private Person/Companies Various Private Person/Companies Various Private Person/Companies Subtotal Received in kind Subtotal TOTAL 2022/23 R’000 2021/22 R’000 26 97 13 7 9 6 13 - - - - 107 278 278 278 15 206 852 27 3 14 7 1 17 - 15 1 1,158 1,158 1,158 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 ANNEXURE 2A STATEMENT OF FINANCIAL GUARANTEES ISSUED AS AT 31 MARCH 2023 - LOCAL Guarantor institution Guarantee in respect of Housing Standard Bank ABSA Housing Green Star (Housing Loan) Housing Mpumalanga Housing Housing Finance Subtotal Housing Original guaranteed capital amount R’000 Opening balance 1 April 2022 R’000 Guarantees drawdowns during the year R’000 Guarantees repayments/ cancelled/ reduced during the year R’000 Revaluation due to foreign currency movements R’000 Closing balance 31 March 2023 R’000 Revaluations due to inflation rate movements R’000 Accrued guaranteed interest for year ended 31 March 2023 R’000 356 59 36 37 488 109 - 36 - 145 - - - - - - - - - - - - 247 59 - 37 343 343 - - - - - - - - - - - - TOTAL 488 145 2 8 7 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 2 8 8 ANNEXURE 2B STATEMENT OF CONTINGENT LIABILITIES AS AT 31 MARCH 2023 Nature of liability Claims against the department Assault/Bodily Injury Breach of Contract Compensation Defamation of Character Damages: Medical condition Damages to property Injury in Correctional Centre Loss of Support Motor Vehicle Accident Pain and Suffering Rape Unlawful Detention Unlawful Deduction TOTAL Opening balance 1 April 2022 R’000 Liabilities incurred during the year R’000 Liabilities paid / cancelled / reduced during the year R’000 Liabilities recoverable (Provide details hereunder) R’000 Closing balance 31 March 2023 R’000 73,747 389,255 3,238 2,447 26,474 5,826 13,697 17,376 9,833 6,540 47,368 49,282 563 645,646 233 - (36) 128 1,183 (50) 433 2,629 200 21 (6,017) (65) 3,447 2,106 8,095 1,094 3,067 416 6,391 50 2,756 3,030 3,315 3,170 1,931 6,850 12 40,177 6,715 180 1,368 356 2,336 63 1,731 1,875 1,281 390 61 9,080 - 25,436 75.360 390.169 4,901 2,635 31,712 5,763 15,155 21,160 12,067 9,341 43,221 46,987 4,022 662,493 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 ANNEXURE 3 CLAIMS RECOVERABLE Government entity Department Department of Health Department of Justice Department of Water and Sanitation Department of Community Safety Subtotal Confirmed balance outstanding Unconfirmed balance outstanding Total Cash-in-transit at year end 2022/23 * 31/03/2023 R’000 31/03/2022 R’000 31/03/2023 R’000 31/03/2022 R’000 31/03/2023 R’000 31/03/2022 R’000 - 11,084 - - 11,084 58 - 10 1,770 1,838 - - - 1,770 1,770 - - - - 1,770 - 11,084 - 1,770 12,854 58 - 10 1,770 1,838 Receipt date up to six (6) working days after year end Amount R’000 - - - - - - TOTAL 11,084 1,838 1,770 1,770 12,854 1,838 2 8 9 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 2 9 0 ANNEXURE 4 INTERGOVERNMENT PAYABLES GOVERNMENT ENTITY Confirmed balance outstanding Unconfirmed balance outstanding Total 31/03/2023 31/03/2022 31/03/2023 31/03/2022 31/03/2023 31/03/2022 R’000 R’000 R’000 R’000 R’000 R’000 Cash-in-transit at year end 2022/23 * Payment date up to six (6) working days after year end Amount R’000 DEPARTMENTS Current Department of Justice Department of Police National School of Governance Department of Water and Sanitation Department of Agriculture Department of Health (EC) Department of Health (WC)`` Department of Health (GP) Department of Health (FS) Department of Health (NW) Department of Health (KZN) Department of Health (NC) Department of Health (MP) Department of Health (Limpopo) Department of Police, Road and Transport (MP) Department of Police, Road and Transport (EC) Department of Police, Road and Transport (KZN) Department of Police, Road and Transport (FSNC) Subtotal 46,250 - 285 - 6 194 513 3,656 162 271 964 51 571 40 5 6 366 9 53,349 25,448 39 - 1,150 - 233 65 1,838 7 - 361 - 15 - - - - - 29,156 10,184 - - - - - - - - - - - - - - - - - 10,184 12,299 - - 27,174 - - - - - - - - - - - - - - 39,473 56,434 - 285 6 194 513 3,656 162 271 964 51 571 40 5 6 366 9 63,533 37,747 39 - 28,324 - 233 65 1,838 7 - 361 - 15 - - - - - 68,629 Total Departments 53,349 29,156 10,184 39,473 63,533 68,629 - - - - - - - - - - - - - - - - - - - - DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 GOVERNMENT ENTITY OTHER GOVERNMENT ENTITIES Current Property Management Trading Entity Independent Development Trust State Information Technology Agency National Health Laboratory Services Auditor – General of SA South African Qualification Authority Special Investigation Unit Telkom Eskom GEMS GEPF South African Post Office Sol Plaatjies Municipality King Cetshwayo Municipality Amajuba Municipality Buffalo City Metro Municipality Breede Valley Municipality City of Cape Town Municipality City of Tshwane Municipality City of Polokwane Municipality Ethekwini Metro Municipality City of Johannesburg Municipality 2 9 1 Confirmed balance outstanding Unconfirmed balance outstanding Total 31/03/2023 31/03/2022 31/03/2023 31/03/2022 31/03/2023 31/03/2022 R’000 R’000 R’000 R’000 R’000 R’000 Cash-in-transit at year end 2022/23 * Payment date up to six (6) working days after year end Amount R’000 91,383 14,456 24,314 1,587 5,177 32 89 8,364 5,579 38,486 708 13 2,338 292 590 2,775 1,097 8,956 6,232 - 3,596 15,322 80,481 - 2,268 6,089 10,563 - 12 8,798 2,820 38,893 2,909 2 913 335 569 1,028 1,084 9,270 2,724 528 4,659 - 3,399,859 - - - - - - - - - - - - - - - - - - - - - 2,770,556 - 10,657 - - - 3,136 - - - - - - - - - - - - - - - 3,491,242 14,456 24,314 1,587 5,177 32 89 8,364 5,579 38,486 708 13 2,338 292 590 2,775 1,097 8,956 6,232 - 3,596 15,322 2,851,037 - 12,925 6,089 10,563 - 3,148 8,798 2,820 38,893 2,909 2 913 335 569 1,028 1,084 9,270 2,724 528 4,659 - - - - - - - - - - - - - - - - - - - - - - - DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 2 9 2 GOVERNMENT ENTITY City of Ekurhuleni Municipality Mogale City Local Municipality Bawid Kruiper Municipality Chris Hani district Municipality Amathole District Municipality Mangaung Metropolitan Municipality Joe Gqabi district Municipality Langerberg Municipality Raymond Mhlaba Municipality Setsoto FS Municipality Ga-Segonyana Local Municipality Siyancuma Municipality Matjahabeng Local Municipality Thembelihle Local Municipality Metsimaholo FS Local municipality Nketsoana Local Municipality Thulamela Local Municipality Modimolle – Mookgopong local Municipality Witzenberg -WC local Municipality Maluti A Phofung Local Municipality Nama Khoi local Municipality Moqhaka FS Local municipality Ngwathe FS local municipality Nelson Mandela Bay Metropolitan Confirmed balance outstanding Unconfirmed balance outstanding Total 31/03/2023 31/03/2022 31/03/2023 31/03/2022 31/03/2023 31/03/2022 R’000 R’000 R’000 R’000 R’000 R’000 Cash-in-transit at year end 2022/23 * Payment date up to six (6) working days after year end Amount R’000 1,759 3,806 371 2 784 16 17 137 90 68 493 345 2,505 - 131 36 - 228 970 19 66 4,084 48 577 2,150 - 466 2,509 117 51 - 91 73 66 464 165 1,917 23 150 8 4 622 658 150 68 1,684 108 2,941 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,759 3,806 371 2 784 16 17 137 90 68 493 345 2,505 - 131 36 - 228 970 19 66 4,084 48 577 2,150 - 466 2,509 117 51 - 91 73 66 464 165 1,917 23 150 8 4 622 658 150 68 1,684 108 2,941 - - - - - - - - - - - - - - - - - - - - - - - - DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 GOVERNMENT ENTITY Amahlathi EC local Municipality Alfred Duma Local Municipality Emthanjeni Local Municipality Government Printing Works Emfuleni Local Municipality Nala Local Municipality Centlec Local Municipality KZN241 Local Municipality Bela Bela local Municipality Dihlabeng Local Municipality Lekwa-Teemane Local Municipality Greater Tzaneen Local Municipality Makhando Local Municipality Ramathere Moila Local Municipality Mokgalakwena Local Municipality City of Matlosana Local Municipality Rural Free State Total Other Government Entities Confirmed balance outstanding Unconfirmed balance outstanding Total 31/03/2023 31/03/2022 31/03/2023 31/03/2022 31/03/2023 31/03/2022 R’000 R’000 R’000 R’000 R’000 R’000 35 145 83 500 4,513 38 1,112 162 1 3,172 111 11 8 53 1 2,588 34 260,505 38 126 145 158 - - - - - - - - - - - - - 188,897 - - - - - - - - - - - - - - - - - 3,399,859 - - - - - - - - - - - - - - - - - 2,784,349 35 145 83 500 4,513 38 1,112 162 1 3,172 111 11 8 53 1 2,588 34 3,660,364 38 126 145 158 - - - - - - - - - - - - - 2,973,246 TOTAL INTERGOVERNMENT PAYABLES 313,854 218,053 3,410,043 2,823,822 3,723,897 3,041,875 Cash-in-transit at year end 2022/23 * Payment date up to six (6) working days after year end Amount R’000 - - - - - - - - - - - - - - - - - - - 2 9 3 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 2 9 4 ANNEXURE 5 INVENTORY INVENTORIES FOR THE YEAR ENDED 31 MARCH 2023 CHEMICALS, FUEL, OIL, GAS, WOOD & COAL CLOTHING MATERIAL AND ACCESSORIES FARMING SUPPLIES FOOD AND FOOD SUPPLIES LEARNING & TEACHING SUPPLEMNTAL MATERIAL MATERIALS AND SUPPLIES MEDICAL SUPPLIES MEDICINE OTHER SUPPLIES TOTAL Opening balance Add/(Less): Adjustments to prior year balances Add: Additions/Purchases - Cash Add: Additions - Non-cash (Less): Disposals (Less): Issues Add/(Less): Received current, not paid (Paid current year, received prior year) Add/(Less): Adjustments Closing balance R’000 R’000 278 100,940 R’000 52,651 R’000 112,989 R’000 R’000 70 20,166 R’000 24,773 R’000 33,936 R’000 48,426 R’000 394,230 - 2 1,591 242 - - 21 (4) (571) 1,281 9,612 - - 136,599 4,175 - 281,542 45,863 (29,036) 1,003,130 27,760 (4,905) 1,158 25 - 108,818 132 (18) 11,063 6,646 - 52,186 - - 139,328 58,767 (930) 1,743,436 143,368 (34,889) (9,166) (163,556) (344,919) (1,491,342) (1,170) (112,569) (25,199) (55,508) (188,096) (2,391,525) (7) 14 731 1,389 490 80,039 8,999 40,145 56,836 6,421 449,336 103,631 - (13) 70 273 (14) 16,788 17 451 17,772 (98) 231 30,743 936 3,679 61,539 17,930 494,319 368,150 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 INVENTORY INVENTORIES FOR THE YEAR ENDED 31 MARCH 2022 CHEMICALS, FUEL, OIL, GAS, WOOD & COAL CLOTHING MATERIAL AND ACCESSORIES FARMING SUPPLIES FOOD AND FOOD SUPPLIES LEARNING & TEACHING SUPPLEMNTAL MATERIAL MATERIALS AND SUPPLIES MEDICAL SUPPLIES MEDICINE OTHER SUPPLIES TOTAL Opening balance Add/(Less): Adjustments to prior year balances Add: Additions/Purchases - Cash Add: Additions - Non-cash (Less): Disposals (Less): Issues Add/(Less): Received current, not paid (Paid current year, received prior year) Add/(Less): Adjustments Closing balance R’000 R’000 261 85,154 R’000 42,320 R’000 120,824 R’000 R’000 70 23,615 R’000 64,018 R’000 30,278 R’000 117,061 R’000 483,602 2 1,819 355 (17) (56) (12) 67 2,158 4,016 182,648 229,123 (4,009) (397,506) 222,205 3,610 (16,724) (356,012) 830,976 13,436 (2,876) (857,000) 1,112 20 (1,135) 79,935 (7) (14) (82,661) 30,772 3,804 (163) (73,945) 48,728 29 (33) (44,253) 103,873 47,702 (619) (155,940) 1,504,265 297,717 (20,429) (1,972,461) 22 (12) 278 (219) 1,738 100,940 (567) 156,000 52,651 (1,052) 8,326 112,989 3 70 49 (734) 20,166 (49) 392 24,773 (415) (386) 33,936 (37) (63,761) 48,346 (2,265) 101,563 394,150 2 9 5 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 2 9 6 ANNEXURE 6 INTERENTITY ADVANCES PAID (Note 13) ENTITY NATIONAL DEPARTMENTS Government Communication and Information System Subtotal PUBLIC ENTITIES Independent Development Trust (IDT) ARMSCOR Subtotal TOTAL Confirmed balance outstanding 31/03/2022 R’000 31/3/2023 R’000 Unconfirmed balance outstanding TOTAL 31/3/2023 R’000 31/03/2022 R’000 31/3/2023 R’000 31/03/2022 R’000 - - - 2,819 2,819 2,819 - - - - - - 1,461 1,461 - - - 1,461 46 46 255 3,454 3,709 3,755 1,461 1,461 - 2,819 2,819 4,280 46 46 255 3,454 3,709 3,755 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 ANNEXURE 7 MOVEMENT IN CAPITAL WORK IN PROGRESS Movement in capital work in progress for the year ended 31 March 2023 BUILDINGS AND OTHER FIXED STRUCTURES Dwellings Non-residential buildings Other fixed structures SOFTWARE Software TOTAL Opening balance R’000 Current year CWIP R’000 Ready for use (Asset Register) / Contract terminated R’000 Closing balance R’000 644,439 - 33,400 611,038 357,172 357,172 109,370 - 32,371 76,999 - - 1,001,610 109,370 - - - - - - - 753,808 - 65,771 688,037 357,172 357,172 1,110,980 Movement in capital work in progress for the year ended 31 March 2022 BUILDINGS AND OTHER FIXED STRUCTURES Non-residential buildings Other fixed structures SOFTWARE Software 2 9 7 TOTAL Opening balance R’000 Current year CWIP R’000 Ready for use (Asset Register) / Contract terminated R’000 Closing balance R’000 569,170 18,868 550,302 357,172 357,172 75,268 14,532 60,736 - - 926,342 75,268 - - - - - - 644,438 33,400 611,038 357,172 357,172 1,001,610 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 2 9 8 ANNEXURE 8 COVID-19 RESPONSE EXPENDITURE Per quarter and in total Expenditure per economic classification Goods and services Q1 R’000 2 ,889 Q2 R’000 Minor Assets Laboratory Services Agency and Support/Outsourced Services Inventory: Clothing Material and Accessories Inventory: Chemicals, Fuel, Oil, Gas, Wood and Coal Inventory: Materials and Supplies Inventory: Medical Supplies Inventory Medicine Inventory: Other Supplies Consumable Supplies Consumable Stationery, Printing and Office Supplies Operating Leases Property Payments Transport provided Departmental Activity Travel and Subsistence Expenditure for capital assets Other Machinery and Equipment 11 103 22 12 - - 2,000 - 53 675 - - - 12 - 2 2 TOTAL COVID-19 RESPONSE EXPENDITURE 2,890 2022/23 Q3 R’000 Q4 R’000 Total R’000 2021/22 Total R’000 859 - 55 21 36 - - 730 - - 29 - - - (12) - 3 3 862 303 - 68 7 - - - (16) - - 244 - - - - - - - 303 94 - 31 - - - 2 59 - - 2 - - - - - - - 94 4,144 28,371 11 257 50 48 - 2 2,773 - 53 950 - - - - - 5 5 361 3,353 - 1,906 5 147 14,417 318 623 6,637 2 196 244 4 6,093 6,093 4,149 34,464 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023DEPARTMENT OF CORRECTIONAL SERVICESVOTE 22ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2023 NOTES: 299 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.

22 | ANNUAL REPORT 2022/2023 NOTES: 300 DEPARTMENT OF CORRECTIONAL SERVICES | VOTE NO.
22 | ANNUAL REPORT 2022/2023 Head OffIce Correctional Services 124 WF Nkomo Street WF Nkomo and Sophie De Bruyn Streets Pretoria Central pOstal address Private Bag X136 Pretoria 0001 Tel: 012 307 2000 Fax: 012 323 4942 Email: communications@dcs.gov.za www.dcs.gov.za RP 82/2023 ISBN: 978-0-621-51023-2